...Coastal Plain, which extends eastward for at least another 75 miles where the sediments attain a maximum thickness of about 40,000 feet. The sediments of the Coastal Plain dip eastward at a low angle, generally less than one degree, and range in age from Triassic to Quaternary. The younger formations crop out successively to the southeast across Southern Maryland and the Eastern Shore. A thin layer of Quaternary gravel and sand covers the older formations throughout much of the area. Mineral resources of the Coastal Plain are chiefly sand and gravel, and are used as aggregate materials by the construction industry. Clay for brick and other ceramic uses is also important. Small deposits of iron ore are of historical interest. Plentiful supplies of ground water are available from a number of aquifers throughout much of this region. The Atlantic Continental Shelf contains abundant...
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...Coastal Plain, which extends eastward for at least another 75 miles where the sediments attain a maximum thickness of about 40,000 feet. The sediments of the Coastal Plain dip eastward at a low angle, generally less than one degree, and range in age from Triassic to Quaternary. The younger formations crop out successively to the southeast across Southern Maryland and the Eastern Shore. A thin layer of Quaternary gravel and sand covers the older formations throughout much of the area. Mineral resources of the Coastal Plain are chiefly sand and gravel, and are used as aggregate materials by the construction industry. Clay for brick and other ceramic uses is also important. Small deposits of iron ore are of historical interest. Plentiful supplies of ground water are available from a number of aquifers throughout much of this region. The Atlantic Continental Shelf contains abundant...
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...solar power stations: Hedging instruments for green power A. Radchik a,⇑, I. Skryabin b, J. Maisano c, A. Novikov d, T. Gazarian e Mathematics & Statistics, Faculty of Science, UTS and Director GTS Pty. Ltd., Suite 2, 16 Figtree Avenue, Randwick, NSW 2031, Australia b Centre for Sustainable Energy Systems, Australian National University, Canberra 2000, Australia c Energy Markets, TTA Pty. Ltd., Suite 12, L6, 321 Pitt St., Sydney, NSW 2000, Australia d School of Mathematics & Statistics, Faculty of Science, University of Technology Sydney (UTS), P.O. Box 123, Broadway, NSW 2007, Australia e School of Mathematics & Statistics, Faculty of Science, UTS, 1 Stella Vista Pl, Greenwich, NSW 2065, Australia Available online 29 March 2013 Communicated by: Associate Editor Frank Vignola a Abstract There is a general consensus that solar power is one of the cleanest energy technologies available. Nevertheless, investment in largescale Solar Power Generators (SPGs) is largely impeded by the intermittent nature of solar power. Since the electricity market has a critical responsibility to maintain the reliability of energy supply, the SPG can be registered only as the market semi-scheduled generator (AEMC, 2011). This option excludes the advantages of providing baseload supply, which in turn impedes efficient market contracting for SPGs. The existing approach relies on energy storage or co-generation facilities to be built at the same connection point as the SPG to compensate for output shortages...
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...在中国生产的冰激凌品牌是 “ 和路雪”。1993年，和路雪 （中国）有限公司成立。 of: Macquarie University Australia This case was prepared as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. LOGISTICS CASE STUDY DEVELOPED F OR : COUNCIL OF LOGISTICS MANAGEMENT Walls (China) Co., Ltd. Logistics Operations Startup In mid 1994 the Unilever company Walls (China) Co started manufacturing and selling ice cream in China. Bob Smith, the General Manager of Wall’ outlined some of the s challenges: Operating in China means a number of new concepts for the Chinese managers -profit, selling and customer service. The Chinese manager of the past sat in his office and the customers came to him. It was absolutely a supply driven market. I read in an official report some time ago a list of phrases that should not be used when talking to customers. The list included “Go away and don’ waste my time’ t and ‘ Can’ you hear? Are your ears dirty?’This has now changed and a key to t success is getting our product out to the customers. Distribution costs here are 20 per cent of MPS compared to 5 per cent in Europe. As Loic Courant, Bob Smith’ Commercial Manager in Shanghai, summarized the s situation: He who wins logistics wins China. Unilever in China Unilever is an Anglo-Dutch company that has over 500 operating units in 75 countries. The company markets over 1000 brands, including margarine, soap, food products, cleaning products, personal care products and specialty...
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...use. A list of the references used is included. Signature: Date: August 18, 2014 Acknowledgments The author would like to acknowledge the use of the Queen’s University On-line Library for access to Research Journals. Abstract Global warming is one of the most potentially disastrous issues facing mankind in the early 21st century, considered to be caused by man-made greenhouse gas emissions. Approximately 30% of the man-made carbon dioxide (CO2) emissions causing global warming is created by the burning of fossil fuels to produce electricity or used as a direct energy source. The use of solar energy to pre-heat water for industrial, commercial and institutional and residential purposes can reduce electricity usage by up to 2% to 6% in southern Ontario. Adding the emissions from using natural gas directly to heat water a figure of 5% to 17% reduction in CO2 emissions can be derived by the use of solar energy to pre-heat water. This report details the equipment necessary for such a domestic solar hot water system (DSHW). The information has been used in a design matrix to create a viable system for southern Ontario from the many alternatives available. Table of Contents Declaration of Sole Authorship ii Acknowledgments iii Abstract...
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...landscape of information technology. Computing in the “cloud” alludes to ubiquitous and inexhaustible on-demand IT resources accessible through the Internet. Practically every new Internet-based service from Gmail [1] to Amazon Web Services [2] to Microsoft Online Services [3] to even Facebook [4] have been labeled “cloud” offerings, either officially or externally. Although cloud computing has garnered significant interest, factors such as unclear terminology, non-existent product “paper launches”, and opportunistic marketing have led to a significant lack of clarity surrounding discussions of cloud computing technology and products. The need for clarity is well-recognized within the industry [5] and by industry observers [6]. Perhaps more importantly, due to the relative infancy of the industry, currently-available product offerings are not standardized. Neither providers nor potential consumers really know what a “good” cloud computing product offering should look like and what classes of products are appropriate. Consequently, products are not easily comparable. The scope of various product offerings differ and overlap in complicated ways – for example, Amazon’s EC2 service [7] and Google’s App Engine [8] partially overlap in scope and applicability. EC2 is more flexible but also lower-level, while App Engine subsumes some functionality in Amazon Web Services suite of offerings [2] external to EC2. On balance, App Engine incorporates that functionality at the expense of being less...
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...org OPER/049 SCM AND ERP SOFTWARE IMPLEMENTATION AT NIKE – FROM FAILURE TO SUCCESS “We became a poster child for failed implementations.”1 - Roland Wolfram, Vice-president - Global Operations, Nike Corporation, commenting on the i2 software implementation failure in 2000. op y “The lesson of Nike’s failure and subsequent rebound lies in the fact that it had a sound business plan that was widely understood and accepted at every level of the company. Given that resiliency it afforded the company, in the end the i2 failure turned out to be just a speed bump.”2 - Christopher Koch, Executive Editor, CIO Magazine in 2004. C INTRODUCTION N ot The US-based Nike Corporation announced that it had generated profits of $97.4 million, around $48 million below its earlier forecast for the third quarter ended February 28, 2001. The company said that the failure in the supply chain...
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...Publications (E) Energy 1-1-2010 The Role of energy storage with renewable electricity generation P. Denholm E. Ela B. Kirby M. Milligan Follow this and additional works at: http://digitalscholarship.unlv.edu/renew_pubs Part of the Oil, Gas, and Energy Commons, Power and Energy Commons, and the Sustainability Commons Repository Citation Denholm, P.; Ela, E.; Kirby, B.; and Milligan, M., "The Role of energy storage with renewable electricity generation" (2010). Publications (E). Paper 5. http://digitalscholarship.unlv.edu/renew_pubs/5 This Technical Report is brought to you for free and open access by the Energy at Digital Scholarship@UNLV. It has been accepted for inclusion in Publications (E) by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact marianne.buehler@unlv.edu. The Role of Energy Storage with Renewable Electricity Generation Paul Denholm, Erik Ela, Brendan Kirby, and Michael Milligan Technical Report NREL/TP-6A2-47187 January 2010 The Role of Energy Storage with Renewable Electricity Generation Paul Denholm, Erik Ela, Brendan Kirby, and Michael Milligan Prepared under Task No. WER8.5005 NREL/TP-6A2-47187 January 2010 Technical Report National Renewable Energy Laboratory 1617 Cole Boulevard, Golden, Colorado 80401-3393 303-275-3000 • www.nrel.gov NREL is a national laboratory of the U.S. Department of Energy Office of Energy Efficiency and Renewable Energy Operated by the Alliance...
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...ARTICLE IN PRESS Int. J. Production Economics 87 (2004) 251–266 Enterprise information systems project implementation: A case study of ERP in Rolls-Royce Yahaya Yusufa,*, A. Gunasekaranb, Mark S. Abthorpec a Business School, University of Hull, Hull HU6 7RX, UK Department of Management, University of Massachusetts, 285 Old Westport Road, North Dartmouth, MA 02747-2300, USA c Department of Mechanical and Manufacturing Engineering, Nottingham Trent University, Burton Street, Nottingham NG1 4BU, UK b Abstract Economic globalisation and internationalisation of operations are essential factors in integration of suppliers, partners and customers within and across national borders, the objective being to achieve integrated supply chains. In this effort, implementation of information technologies and systems such as enterprise resource planning (ERP) facilitate the desired level of integration. There are cases of successful and unsuccessful implementations. The principal reason for failure is often associated with poor management of the implementation process. This paper examines key dimensions of implementation of ERP system within a large manufacturing organisation and identifies core issues to confront in successful implementation of enterprise information system. A brief overview of the application of ERP system is also presented and in particular, ERP software package known as SAP R/3, which was the ERP software package selected by Rolls-Royce plc. The paper takes an in-depth...
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...ARTICLE IN PRESS Int. J. Production Economics 87 (2004) 251–266 Enterprise information systems project implementation: A case study of ERP in Rolls-Royce Yahaya Yusufa,*, A. Gunasekaranb, Mark S. Abthorpec a Business School, University of Hull, Hull HU6 7RX, UK Department of Management, University of Massachusetts, 285 Old Westport Road, North Dartmouth, MA 02747-2300, USA c Department of Mechanical and Manufacturing Engineering, Nottingham Trent University, Burton Street, Nottingham NG1 4BU, UK b Abstract Economic globalisation and internationalisation of operations are essential factors in integration of suppliers, partners and customers within and across national borders, the objective being to achieve integrated supply chains. In this effort, implementation of information technologies and systems such as enterprise resource planning (ERP) facilitate the desired level of integration. There are cases of successful and unsuccessful implementations. The principal reason for failure is often associated with poor management of the implementation process. This paper examines key dimensions of implementation of ERP system within a large manufacturing organisation and identifies core issues to confront in successful implementation of enterprise information system. A brief overview of the application of ERP system is also presented and in particular, ERP software package known as SAP R/3, which was the ERP software package selected by Rolls-Royce plc. The paper takes an in-depth...
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...|HUMAN RESOURCE POLICIES AND PRACTICES | LEARNING OBJECTIVES After studying this chapter, students should be able to: 1. Contrast job descriptions with job specifications. 2. List the advantages of performance simulation tests over written tests. 3. Define four general skill categories. 4. Describe how career planning has changed in the last 20 years. 5. Explain the purposes of performance evaluation. 6. Describe actions that can improve the performance-evaluation process. 7. Clarify how the existence of a union affects employee behavior. 8. Identify the content in a typical diversity-training program. CHAPTER OVERVIEW An organization’s human resource policies and practices represent important forces for shaping employee behavior and attitudes. In this chapter, we specifically discussed the influence of selection practices, training and development programs, performance evaluation systems, and the existence of a union. Selection Practices An organization’s selection practices will determine who gets hired. If properly designed, they will identify competent candidates and accurately match them to the job and the organization. The use of the proper selection devices will increase the probability that the right person will be chosen to fill a slot. While employee selection is far from a science, some organizations fail...
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...Abstract Economic globalisation and internationalisation of operations are essential factors in integration of suppliers, partners and customers within and across national borders, the objective being to achieve integrated supply chains. In this effort, implementation of information technologies and systems such as enterprise resource planning (ERP) facilitate the desired level of integration. There are cases of successful and unsuccessful implementations. The principal reason for failure is often associated with poor management of the implementation process. This paper examines key dimensions of implementation of ERP system within a large manufacturing organisation and identifies core issues to confront in successful implementation of enterprise information system. A brief overview of the application of ERP system is also presented and in particular, ERP software package known as SAP R/3, which was the ERP software package selected by Rolls-Royce plc. The paper takes an in-depth look at the issues behind the process of ERP implementation via acasestudy methodology. It focuses on business and technical as well as cultural issues at the heart of the Rolls-Royce implementation. The casestudy also looks at the implementation time scales and assesses the benefits from the project both tangible and intangible. Keywords * ERP; * Information systems; * Implementation; * Success factors; * Rolls-Royce Enterprise information systems project implementation:...
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...CORPORATE E-LEARNING: EXPLORING A NEW FRONTIER Trace A. Urdan Cornelia C. Weggen turdan@wrhambrecht.com cweggen@wrhambrecht.com 415.551.8600 “In a time of drastic change, it is the learners who inherit the future. The learned find themselves equipped to live in a world that no longer exists.” Eric Hoffer, in Vanguard Management, 1989 2 March 2000 Equity Research TABLE OF CONTENTS Executive Summary .....................................................................................................................................1 Education in the 21 Century – Creating a Learning Economy.......................................................................2 Why e-Learning?...........................................................................................................................................3 The Solution – Bring Learning to People .......................................................................................................6 Definitions – e-Learning versus Online Learning ............................................................................................8 Key Trends – The End of Learning as We Know It ........................................................................................10 The Corporate e-Learning Market – The Pie is Big ......................................................................................13 Market Segmentation – Claiming a Stake on the New Frontier ................................
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...TE AM FL Y ESSENTIALS of Supply Chain Management Essentials Series The Essentials Series was created for busy business advisory and corporate professionals.The books in this series were designed so that these busy professionals can quickly acquire knowledge and skills in core business areas. Each book provides need-to-have fundamentals for those professionals who must: Get up to speed quickly, because they have been promoted to a new position or have broadened their responsibility scope Manage a new functional area Brush up on new developments in their area of responsibility Add more value to their company or clients • • • • Other books in this series include: Essentials of Accounts Payable, by Mary S. Schaeffer Essentials of Capacity Management, by Reginald Tomas Yu-Lee Essentials of Cash Flow, by H.A. Schaeffer, Jr. Essentials of Corporate Performance Measurement, by George T. Friedlob, Lydia L.F. Schleifer, and Franklin J. Plewa, Jr. Essentials of Cost Management, by Joe and Catherine Stenzel Essentials of CRM: A Guide to Customer Relationship Management, by Bryan Bergeron Essentials of Credit, Collections, and Accounts Receivable, by Mary S. Schaeffer Essentials of Financial Analysis, by George T. Friedlob and Lydia L.F. Schleifer Essentials of Intellectual Property, by Paul J. Lerner and Alexander I. Poltorak Essentials of Shared Services, by Bryan Bergeron Essentials of Trademarks and Unfair Competition, by Dana Shilling Essentials of XBRL: Financial Reporting...
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...Robert Johnston Stuart Chambers Christine Harland Alan Harrison Nigel Slack Cases in Operations Management third edition Cases in Operations Management We work with leading authors to develop the strongest educational materials in operations management, bringing cutting-edge thinking and best learning practice to a global market. Under a range of well-known imprints, including Financial Times Prentice Hall, we craft high quality print and electronic publications which help readers to understand and apply their content, whether studying or at work. To find out more about the complete range of our publishing, please visit us on the World Wide Web at: www.pearsoneduc.com THIRD EDITION Cases in Operations Management Robert Johnston Warwick Business School, University of Warwick Stuart Chambers Warwick Business School, University of Warwick Christine Harland School of Management, University of Bath Alan Harrison Cranfield School of Management, Cranfield University Nigel Slack Warwick Business School, University of Warwick Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE United Kingdom and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published 1993 Second published 1997 Third Edition 2003 © Robert Johnston, Stuart Chambers, Christine Harland, Alan Harrison and Nigel Slack 1993, 2003 The rights of Robert Johnston, Stuart Chambers, Christine Harland, Alan Harrison...
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