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Essay Writing Service

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How To Write A Research Paper Fast

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Pay For Research Paper And Get 100% Privacy Guarantee I disagree, I really feel 250 words is method too less to elucidate any subject. In my opinion, the maximum word rely for an essay must be 1500. Any topic that must be explored will take many more words than this. If you don’t need to write, simply admit it and don’t attempt to project that on others. It’s better to seek out that you just’ve still obtained time left over than to expire of time and find yourself dashing issues off with a looming deadline. If you’re writing for grades and want a good one, you need a extremely good essay. Don’t start writing it the day earlier than you must hand it in. Try and get your first draft down a minimum of a day or two before you have to submit your work. This is one reason why a trainer might give an project size in words as an alternative of pages - web page size can be faked by altering the margins and fonts. The variety of pages you write depends on several components. Read your essay aloud to yourself, since this can assist you to pick up any careless errors you wouldn’t in any other case spot. Check to see in case your data flows logically from one point to the subsequent and just remember to’ve offered your info clearly. The more in-depth your report is meant to be, the longer you must spend on it. Having good studying and comprehension expertise makes writing much sooner because you’re able to “get” the facts sooner and organize them higher. Now you realize why you had to take action many studying comprehension exams in school. If you are asked to submit a paper with single spacing, you'll be writing two-and-a-half pages. If you are utilizing 1.5 spacing, it will be around three pages. The commonest format required for essays is double-spaced, font sort Times New Roman, and font dimension 12pt. With that in mind,1,000 typed phrases is about four pages.The common particular person types40 phrases per minute, so it would take about 30 minutes to complete 1,000 phrases of writing. This is so arbitrary and will depend upon the individual. These parts embrace the common size of your words and whether or not your page is single- or double-spaced. But there are other elements of your writing that you must consider when writing 1,000 phrases, similar to font style, font dimension, and margins. Writing and writing something one thing well will have a huge time discrepancy even when both writings are the same length. Just as a result of you are able to finish something rapidly doesn’t mean that’s one of the simplest ways to do it. You might want your essay to be written shortly, but when it’s an important essay, taking your time will give you a higher completed product. This step is crucial, so ensure you’ve left a while for it. During the revision, pay attention to the general construction, thesis statement and the important thing sentences in every paragraph. Then verify if every thing in your textual content is logically connected. Afterwards, see that you haven't any errors or typos. We’ll share with you the secrets of how to write essays faster below. Research, first draft writing, modifying, and rewriting are all a part of the writing course of. I assume the time it takes to do all of them must be counted within the time it takes. I can normally analysis and write a reasonably technical magazine article of 1,000 phrases in three hours, but do do not forget that I’m a professional writer. Some of us can just skim a bit and pick up all the salient points. Others will have to read with extra attention, and even re-read a piece a number of occasions to extract the information we'd like. It’s like asking the query, “how long does it take to put in writing a e-book? ” For some, it will solely take a few months while for others it's going to take a lifetime. it additionally is dependent upon the type of writing you’re doing. Some writing is easy and fast and different writing is difficult and requires big amounts of analysis.

How To Write The Introduction Of Your Development Economics Paper

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When Is A Review Paper Worth Writing?

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How To Write A Research Paper Outline

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Coping With Hyperarousal Symptoms in PTSD PTSD Coping Print Recognizing Hyperarousal Symptoms in PTSD A Heightened State of Anxiety After Extreme Trauma By Matthew Tull, PhD twitter Matthew Tull, PhD is a professor of psychology at the University of Toledo, specializing in post-traumatic stress disorder. Learn about our editorial policy Matthew Tull, PhD Updated on September 19, 2019 Post-Traumatic Stress Disorder Overview Symptoms & Diagnosis Causes & Risk Factors Treatment Living With In Children Claudia Burlotti/Getty Images Hyperarousal is a  specific cluster of symptoms associated with post-traumatic  stress disorder (PTSD).  As the name implies, hyperarousal is the abnormally heightened state of anxiety that occurs whenever you think about a traumatic event. Even though the threat may no longer be present, your  body will respond as if it were. PTSD can develop after a recent or past trauma, such as warfare, acts of violence, a life-threatening illness, emotional abuse, or the death of a loved one. Hyperarousal can persist long after the trauma has passed, leaving you hyper-responsive to anything that reminds you of the event (including sights, smells, sounds, or even specific words of passages of music). Myths and Misconceptions About PTSD Causes PTSD does not occur in isolation but rather in response to a trauma, either sustained over a long period of time or as a single event. PTSD symptoms like hyperarousal ultimately develop as a result of the overreaction of the bodys stress response. Epinephrine (adrenaline) is one of two stress hormones that play a role in the bodys flight-or-fight response. Epinephrine works in the short term and produces acute stress symptoms, including pupil dilation, increased blood pressure, and a rapid heart rate. The other hormone,  cortisol, works over the long term to regulate the bodys response to stress. PTSD causes biological changes in the brain that differ from depression or bipolar disorder. Rather than affecting the feel-good hormones (including serotonin and dopamine), PTSD triggers the hyperproduction of epinephrine simply by remembering a traumatic event. However, unlike chronic stress in which cortisol levels will invariably rise, cortisol levels in people with PTSD tend to be low. Because cortisol is meant to restore balance to the body after a stressful event, the lack of cortisol can prolong and worsen a PTSD episode. Even during a panic attack, epinephrine levels will shoot up in people with PTSD; cortisol levels will not. Hyperarousal is believed to be caused when the neurological pathways to the hypothalamus-pituitary-adrenal (HPA) axisâ€"which regulates the stress responseâ€"become overly sensitized. When confronted with certain sensory stimuli, the HPA axis will overreact, secreting excessive amounts of epinephrine which, in turn, stimulate the fear center of the brain, known as the amygdala. Among some of the more common events that trigger PTSD: Wartime traumaChildhood abuseSexual assault or abusePhysical violenceThreats with a weaponVehicle collisionAirplane crashFireLife-threatening illnessTraumatic injuryNatural disasterTerrorist attackKidnapping People who lack a strong support system, endured long-term emotional trauma, or have an alcohol or substance abuse problem are more vulnerable to PTSD. Symptoms Hyperarousal in PTSD can affect children and adults equally. Symptoms include: Chronic anxietyDifficulty falling or staying asleepFrightening dreamsDifficulty concentratingIrritabilityAnger and angry outburstsPanic attacksBeing constantly on guard for threats (hypervigilance)Being easily startled (excessive startle reflex) Sleep problems are especially prevalent in children, war veterans, and victims of extreme violence. These individuals will often experience nightmares or flashbacks about past traumas. Children will often re-enact their experiences during play or in drawings or stories. Recognizing the Early Signs of PTSD Complications Many people with PTSD will internalize feelings of shame and guilt and bear an inappropriate sense of responsibility for the trauma they incurred. This can lead to severe bouts of depression and may manifest with self-destructive behaviors like excessive drinking, risky sex, or reckless driving. Eating disorders are not uncommon in people with untreated PTSD. In extreme cases, PTSD may lead to suicidal thoughts and behaviors. ?A 2010 study from Denmark, which examined 9,612 suicide cases from 1994 to 2006, reported a 9.8-fold increase in the risk of completed suicide in people diagnosed with PTSD compared to the general population. Treatments As with all symptoms of PTSD, hyperarousal can be difficult to manage. It not only involves managing the underlying anxiety but effectively dealing with sleep problems, panic attacks, impulsive behaviors, self-harm, anger, and substance abuse issues. Treatment is typically multidisciplinary and may include psychotherapy, medication, and stress management training. Examples include: Cognitive behavioral therapy. The aim of cognitive behavioral therapy (CBT), a form of talk therapy, is to change patterns of thinking or  behavior  that fuel PTSD symptoms.Exposure therapy. The aim of exposure therapy is to expose you to the triggers that stimulate stress in order to help you recognize them and alter your response.Eye movement desensitization and reprocessing. The goal of eye movement desensitization and reprocessing (EMDR) is to use eye movement to redirect you from traumatic memories of the past to current sensations of the present.Mindfulness training. Mindfulness aims to focus your thoughts on immediate sensations rather than following erratic and stressful thoughts. This may involve techniques such as meditation, controlled breathing, guided imagery, or biofeedback.Medications. PTSD may be treated with one or several medications, including  antidepressants, beta blockers, and anti-anxiety drugs. The antidepressants  Zoloft (sertraline), Prozac  (fluoxetine),  P axil (paroxetine), and  Effexor (venlafaxine) are considered the first-line drugs of choice. Find Help From One of the 9 Best Online Therapy Programs Some doctors will also prescribe medical marijuana, where legal, to help alleviate anxiety and aid in sleep (although there is no clinical evidence of its benefit in improving PTSD over the long term). Benzodiazepines, otherwise effective in treating anxiety, and avoided in people with PTSD as they can cause dissociation (the detachment from feelings, identity, and even reality) which only serves to amplify PTSD symptoms. Coping Hyperarousal symptoms are part and parcel of the PTSD experience. There is rarely a straight road to recovery, and there may be setbacks and complications along the route. But, even when faced with these challenges, it is important to remember that you are as much a factor in your recovery as are your doctors and medications. To this end, there are things you can do better cope as you take the steps to recognize and overcome PTSD. Among them: Improve your sleep hygiene. People with PTSD often fear sleep and will do anything to avoid it. This can lead to sleep deprivation and the worsening of your symptoms. While your doctor may recommend a sleep aid, you can do your part by improving your sleep hygiene, including keeping to the same sleep schedule every night.Avoid alcohol and caffeine. Alcohol is depressant that can amplify feelings of depression and the side effects of your drugs. Caffeine is a stimulant that can increase feelings of edginess and anxiety.Exercise regularly. Exercise stimulates the production of endorphins, the hormone of which can elevate moods and potentially temper the epinephrine response. Exercise also makes you feel stronger and more in control.Take time to relax. People with PTSD often avoid silence because they fear it will bring up negative thoughts. But without taking the time to relax, you cannot effectively manage stress. To this end, it helps to set aside time for relaxing mind-body therapie s, such as yoga, tai chi, or progressive muscle relaxation (PMR).Improve your eating habits. Stress-related eating is a common problem in people with PTSD. To avoid this, remove junk food from your pantry and stock your fridge with healthy fruits, nuts, and vegetables. Always eat your meals at a table with a plate and utensils rather than eating out of a bag or fast food container. Use cooking as a means to decompress after a long day.Build a support network. Dont suffer in silence. Find friends and family in whom you can confide, ideally people who dont panic or try to make things right. You can also speak to your therapist about PTSD support groups to share your thoughts with others who understand what you are going through. To find a PTSD support group in your area, call the National Alliance on Mental Illness (NAMI) hotline at 800-950-NAMI (6264)  from Monday through Friday, 10:00 a.m. to 6:00 p.m. ET, or contact your local NAMI chapter. Coping With a Slip in Your PTSD Recovery

The Slaughterhouse Five Novel By Kurt Vonnegut - 1366 Words

The Slaughterhouse Five novel, is a fictional and nonfictional delight all clashed into one. The author, Kurt Vonnegut, amazingly combines a fictional character’s life with the nonfictional influence of what Kurt himself had experienced. As well as major topics being debated on and dealt with today. Billy Pilgrim takes hold of the story’s main protagonist as a prisoner of war during the Dresden raids in eastern Germany. While reading, I found many relationships in the novel to common concerns, such as time and death; too correlated opinions from other anti-war enthusiasts. Particularly, time, is the main motive behind the life of Billy Pilgrim. Over the course of the book there is no chronological order. All back and forth to one, or†¦show more content†¦But Billy can see his birth and death! Sure, some of our moms recorded our birth, but what if we could see our death! I can not fathom watching myself die, when I think about death I pray it is fast and peaceful. Only time will tell if my prayer will be heard. Similar to time, is death, Billy experienced a lot of this during the war. Death was on a regular basis throughout Billy’s life. â€Å"...Billy uncorked it with his thumbs. It didn’t make a pop. The champagne was dead. So it goes†(Vonnegut 93). Obviously champagne isn’t a big deal for us, but what about this passage, â€Å"Only the candles and the soap were of German origin. They had ghostly, opalescent similarity. The British had no way of knowing it, but the candles and the soap were made from the fat of rendered Jews and Gypsies and fairies and communists, and other enemies of the State. So it goes†(Vonnegut 122). I was saddened by this, I did not know the Germans had done this, It reminds me of the Nazi concentration camps. Resulting in the Holocaust, costing the lives of over 6 million enemies, or Jews, of the state. From my high school textbooks I remember that most Jews ran most of the banks in Germany before the war, eventually the Depression would hit and I wouldn’t doubt that the Jews were blamed falsely. I think of Zinn now because the Jews didn’t create the Depression, and the events following that would seal their fate in prison camps. Like the W.A.S.P.S or White Anglo

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The Battle of Britain is regarded as the most famous military engagement of World War II. The fall of France in June 1940 to Nazi Germany not only left Britain as the only European power working actively against the Germans but also left them vulnerable to bombing campaigns launched from Northern France, having only to travel twenty-five miles across the English Channel to reach targets in south-east England1. The quick surrender of France allowed German forces to direct their attention towards Britain. Although Hitler had publicly stated a desire to negotiate peace terms with Britain, preparations had been made for an amphibious invasion of the British Isles, codenamed Operation Sealion2. German High Command was aware of the fact that†¦show more content†¦The Battle of Britain marked a major turning point in the war, akin to the Battle of Moscow in the east, as it was the first time the German advance had been stopped. Had Britain fallen to the Third Reich during the summer of 1940, the repercussions would have been enormous. Hitler would have completed his conquest of Europe; there would have been no possibility of an invasion on the beaches of Normandy, enabling Hitler to dedicate more resources for Operation Barbarossa, the invasion of the Soviet Union. The invention of radar, known as Radio Direction Finding (RDF) at the time, by the Department of Scientific and Industrial research in 1934 initially allowed aircraft to be detected at a distance of thirty-eight miles. By 1937, improvements to RDF had enabled it to see aircraft at a range of one hundred miles, complete with the bearing of enemy aircraft4. The British recognized the potential of RDF to be used simultaneously with other electronic and communication aids to provide an early-detecting system. The development of an early-warning system was essential to the British war effort due to the length of the coastline being so close to enemy-occupied territory, with important commercial, industr ial and military centres well within the range of enemy aircraft5. An early-warning system also had two distinct advantages over traditional aircraft patrolling of the British coastline. It

The Return Shadow Souls Chapter 6 Free Essays

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If we’re going to give up the Jaguar, I want your advice on what we get in return.† â€Å"Yeah, my advice on beat-up, falling-apart heaps has got to be the best,† Matt said, with a wry smile that said he knew Elena was managing him, but he didn’t mind. The single car dealership in the town didn’t look very promising. But even it was not as depressed-looking as the owner of the lot. Elena and Matt found him asleep inside a small office building with dirty windows. Matt tapped gently on the smudged window and eventually the man started, jerked up in his chair, and angrily waved them away. But Matt tapped again on the window when the man began to put his head down once more, and this time the man sat up very slowly, gave them a look of bitter despair, and came to the door. â€Å"What do you want?† he demanded. â€Å"A trade-in,† Matt said loudly before Elena could say it softly. â€Å"You teenagers have a car to trade,† the little man said darkly. â€Å"In all my twenty years owning this place – â€Å" â€Å"Look.† Matt stepped back to reveal the brilliant red Jag shining in the morning sun like a giant rose on wheels. â€Å"A brand-new Jaguar XZR. Zero to sixty in 3.7 seconds! A 550-horsepower supercharged AJ-V8 GEN III R engine with 6-speed ZF automatic transmission! Adaptive Dynamics and Active Differential for exceptional traction and handling! There is no car like the XZR!† Matt finished nose to nose with the little man, whose mouth had slowly come open as his eyes flickered between the car and the boy. â€Å"You want to trade that in for something on this lot?† he said, shocked into frank disbelief. â€Å"As if I’d have the cash to – waitaminute!† he interrupted himself. His eyes stopped flickering and became the eyes of a poker player. His shoulders came up, but his head didn’t, giving him the appearance of a vulture. â€Å"Don’t want it,† he said flatly and made as if to go back into the office. â€Å"What do you mean you don’t want it? You were drooling over it a minute ago!† Matt shouted, but the man had stopped wincing. His expression didn’t change. I should have done the talking, Elena thought. I wouldn’t have gotten into a war from word one – but it’s too late now. She tried to shut out the male voices and looked at the dilapidated cars on the lot, each with its own dusty little sign tucked into the windshield: 10 PERCENT OFF FOR XMAS! EASY CREDIT! CLEAN! GRANNY-OWNED SPECIAL! NO DOWN-PAYMENT! CHECK IT OUT! She was afraid she was going to burst into tears at any second. â€Å"No call for a car like that around here,† the owner was saying expressionlessly. â€Å"Who’d buy it?† â€Å"You’re crazy! This car will bring customers flocking in. It’s – it’s advertising! Better than that purple hippo over there.† â€Å"Not a hippo. S’an elephant.† â€Å"Who can tell, with it half deflated like that?† With dignity, the owner stalked over to look at the Jag. â€Å"Not brand-new. S’got too many miles on it.† â€Å"It was bought only two weeks ago.† â€Å"So? In a few more weeks, Jaguar will be advertising next year’s cars.† The owner waved a hand at Elena’s giant rose of a vehicle. â€Å"Obsolete.† â€Å"Obsolete!† â€Å"Yeah. Big car like this, gas guzzler – â€Å" â€Å"It’s more energy efficient than a hybrid – !† â€Å"You think people know that? They see it – â€Å" â€Å"Look, I could take this car anywhere else – â€Å" â€Å"Then take it. On my lot, here and now, that car is barely worth one car in exchange!† â€Å"Two cars.† The new voice came from directly behind Matt and Elena, but the car dealer’s eyes widened as if he had just seen a ghost. Elena turned and met Damon’s unfathomable black gaze. He had his Ray-Bans hooked over his T-shirt and was standing with his hands behind his back. He was looking hard at the car dealer. A few moments passed, and then†¦ â€Å"The†¦silver Prius in the back right corner. Under†¦under the awning,† the car dealer said slowly, and with a dazed expression – in answer to no question that had been asked aloud. â€Å"I’ll†¦take you there,† he added in a voice to match his expression. â€Å"Take the keys with you. Let the boy test-drive it,† Damon ordered, and the owner fumbled to show a key ring at his belt, and then walked slowly away, staring at nothing. Elena turned to Damon. â€Å"One guess. You asked him which was the best car on his lot.† â€Å"Substitute ‘least disgusting’ and you’d be closer,† Damon said. He flashed a brilliant smile at her for a tenth of a second, and then turned it off. â€Å"But, Damon, why two cars? I know it’s more fair and all, but what are we going to do with the second car?† â€Å"Caravan,† Damon said. â€Å"Oh, no.† But even Elena could see the benefits of this – at least after they held a summit to decide on a rotation schedule between the cars for Elena. She sighed. â€Å"Well – if Matt agrees†¦Ã¢â‚¬  â€Å"Mutt will agree,† Damon said, looking very briefly – very briefly – as innocent as an angel. â€Å"What have you got behind your back?† Elena said, deciding not to pursue the question of what Damon intended to do to Matt. Damon smiled again, but this time it was an odd smile, just a quirk of one side of his mouth. His eyes said it was nothing much. But his right hand came out and it was holding the most beautiful rose Elena had ever seen in her life. You read "The Return: Shadow Souls Chapter 6" in category "Essay examples" It was the deepest red rose she had ever seen, yet there wasn’t a hint of purple to it – it was just velvety burgundy, and open at exactly the moment of full bloom. It looked as if it would be plush to the touch, and its vivid green stem, with just a few delicate leaves here and there, was at least eighteen inches long and straight as a ruler. Elena resolutely put her own hands behind her back. Damon wasn’t the sentimental type – even when he got on his â€Å"Princess of the Night† soapbox. The rose probably had something to do with their journey. â€Å"Don’t you like it?† Damon said. Elena might be imagining it, but it almost sounded as if he were disappointed. â€Å"Of course I like it. What’s it for?† Damon settled back. â€Å"It’s for you, Princess,† he said, looking hurt. â€Å"Don’t worry; I didn’t steal it.† No – he wouldn’t have stolen it. Elena knew exactly how he would have gotten the rose†¦but it was so pretty†¦. As she still made no move to take the rose, Damon lifted it and allowed the cool, silky-feeling petals to caress her cheek. It made her shiver. â€Å"Stop it, Damon,† she murmured, but she didn’t seem to be able to step backward. He didn’t stop. He used the cool, softly rustling petals to outline the other side of her face. Elena took a deep breath automatically, but what she smelled was not flowerlike at all. It was the smell of some dark, dark wine, something ancient and fragrant that had once made her drunk immediately. Drunk on Black Magic and on her own heady excitement†¦just to be with Damon. But that wasn’t the real me, a small voice in her head protested. I love Stefan. Damon†¦I want†¦I want to†¦ â€Å"Do you want to know why I got this particular rose?† Damon was saying softly, his voice blending in with her memories. â€Å"I got it because of its name. It’s a Black Magic rose.† â€Å"Yes,† Elena said simply. She’d known that before he said it. It was the only name that fit. Now Damon was giving her a rose kiss by swirling the blossom in a circle on her cheek and then applying pressure. The firmer petals in the middle pressed into her skin, while the outer petals just brushed it. Elena was feeling distinctly light-headed. The day was warm and humid already; how could the rose feel so cool? Now the outermost petals had moved to trace her lips, and she wanted to say no, but somehow the word wouldn’t come. It was as if she had been transported back in time, back to the days when Damon had first appeared to her, had first claimed her for his own. When she had almost let him kiss her before she knew his name†¦. He hadn’t changed his ideas since then. Vaguely, Elena remembered thinking something like that before. Damon changed other people while remaining unchanged himself. But I’ve changed, Elena thought, and suddenly there was quicksand under her feet. I’ve changed so much since then. Enough to see things in Damon I’d never imagined could be there. Not just the wild and angry dark parts, but the gentle parts. The honor and decency that were trapped like veins of gold inside that stone boulder in his mind. I have to help him, Elena thought. Somehow, I have to help him – and the little boy chained outside the boulder. These thoughts had trickled slowly through her mind while it seemed separated from her body. She was so involved with them, in fact, that she somehow lost track of her body, and only now did she realize how much closer Damon had gotten. Her back was against one of the sad, sagging cars. And Damon was speaking lightly, but with an undertone of seriousness. â€Å"A rose for a kiss, then?† he asked. â€Å"It is called Black Magic, and I did come by it honestly. Her name was†¦it was†¦Ã¢â‚¬  Damon stopped, and for a moment a look of intense bewilderment flashed across his face. Then he smiled, but it was the warrior’s smile, the brilliant one he turned on and off almost before you were sure you had seen it. Elena sensed trouble. Sure, Damon still didn’t remember Matt’s name correctly, but she had never known him to forget a girl’s name when he was really trying to remember. Especially within minutes of when he must have fed from that girl. Shinichi again? Elena wondered. Was he still taking Damon’s memories – only the highlights, of course? The thrills, good or bad? Elena knew that Damon himself was thinking the same thing. His black eyes were smoldering. Damon was furious – but there was a certain vulnerability about his fury. Without thinking, Elena put her hands on Damon’s forearms. She ignored the rose, even as he traced the curve of her cheekbone with it. She tried to speak steadily. â€Å"Damon, what are we going to do?† That was the scene that Matt walked in on. Ran in on, actually. He came weaving through a maze of cars, and dashed around a white SUV with one flat tire, shouting, â€Å"Hey, you guys, that Prius is†¦Ã¢â‚¬  And then he stopped dead. Elena knew what he was seeing: Damon caressing her with the rose, while she was practically embracing him. She let go of Damon’s arms, but she couldn’t back away from him because of the car behind her. â€Å"Matt – † Elena began, and then her voice trailed off. She had been about to say â€Å"This isn’t what it looks like. We’re not in the middle of a cuddle. I’m not really touching him.† But this was what it looked like. She cared about Damon; she had been trying to get through to him†¦. With a small shock, that thought repeated itself with the force of a shaft of sunlight shooting through an unprotected vampire’s body. She cared about Damon. She really did. It was usually difficult being with him because they were alike in so many ways. Headstrong, each wanting their own way, passionate, impatient†¦ She and Damon were alike. Small shocks were going though Elena, and her entire body felt weak. She found herself glad to lean against the car behind her, even though it must be getting dust all over her clothes. I love Stefan, she thought almost hysterically. He’s the only one I love. But I need Damon to get to him. And Damon may be falling to pieces in front of me. She was looking at Matt all the while, her eyes full of tears that would not fall. She blinked, but they stubbornly stayed on her lashes. â€Å"Matt†¦Ã¢â‚¬  she whispered. He said nothing. He didn’t need to. It was all in his expression: astonishment turning to something Elena had never seen before, not when he was looking at her. It was a sort of alienation that shut her out completely, that severed any bonds between them. â€Å"Matt, no†¦Ã¢â‚¬  But it came out in a whisper. And then, to her astonishment, Damon spoke. â€Å"You do know it’s all me, don’t you? You can hardly blame a girl for trying to defend herself.† Elena looked at her hands, which were shaking now. Damon was going on, â€Å"You know it’s all my fault. Elena would never – â€Å" That was when Elena realized. Damon was Influencing Matt. â€Å"No!† She took Damon off guard, grabbing him again, shaking him. â€Å"Don’t do it! Not to Matt!† The black eyes that were turned on hers were definitely not those of a suitor. Damon had been interrupted in the use of his Power. If it had been anyone else, they would have ended as a small spot of grease on the ground. â€Å"I’m saving you,† Damon said coldly. â€Å"Are you refusing me?† Elena found herself wavering. Maybe, if it was only once, and only for Matt’s benefit†¦ Something surged up inside her. It was all she could do not to let her aura escape completely. â€Å"Never try that on me again,† Elena said. Her voice was quiet but icy. â€Å"Don’t you dare ever try to Influence me! And leave Matt alone!† Something like approval flickered in the endless darkness of Damon’s gaze. It was gone before she could be sure she’d seen it. But when he spoke, he seemed less distant. â€Å"All right,† he said to Matt. â€Å"What’s the game plan now? You name it.† Matt answered slowly, not looking at either of them. He was flushed but deadly calm. â€Å"I was going to say, that Prius isn’t bad at all. And the dealer guy has another one. It’s in okay condition. We could have two cars just alike.† â€Å"And then we could caravan and split up if someone was following us! They won’t know which to follow.† Normally Elena would have thrown her arms around Matt at this point. But Matt was looking at his shoes, which was probably just as well really, since Damon had his eyes shut and was shaking his head slightly as if he couldn’t believe something idiotic. That’s right, Elena thought. It’s my aura – or Damon’s – that they’re homing in on. We can’t confuse them with identical cars unless we have identical auras, too. Which really meant that she should drive with Matt the whole way. But Damon would never accept that. And she needed Damon to get to her beloved, her one and only, her true mate: Stefan. â€Å"I’ll take the ratty one,† Matt was saying, arranging it with Damon and ignoring her. â€Å"I’m used to ratty cars. I already arranged a deal with the guy. We should get going.† Still speaking only to Damon, he said, â€Å"You’ll have to tell me where we’re really going. We might get separated.† Damon was silent for a long moment. Then, brusquely, he said, â€Å"Sedona, Arizona, for a start.† Matt looked disgusted. â€Å"That place full of New Age lunatics? You’re kidding.† â€Å"I said we’ll start out from Sedona. It’s complete wilderness – nothing but rock – all around it. You could get lost†¦very easily.† Damon flashed the brilliant smile and instantly turned it off. â€Å"We’ll be at the Juniper Resort, off North Highway 89A,† he added smoothly. â€Å"I’ve got it,† Matt said. Elena could see no emotion in either his face or his expression, but his aura was seething red. â€Å"Now, Matt,† Elena began, â€Å"we should really meet every night, so if you just follow us – † She broke off with a sharply inhaled breath. Matt had already turned around. He didn’t turn back when she spoke. He just kept going, without another word. Without a backward glance. How to cite The Return: Shadow Souls Chapter 6, Essay examples

Liberation - How Desirable Essays - Discrimination, Hatred, Racism

Liberation - How Desirable The first man and woman turned their backs on God. But having gained the liberation they wanted they now had to manage affairs as best they could. They soon discovered that their best was far from good enough. Inexperience and limited knowledge led to problems. That is why many of us have become victims of discrimination or injustice. That is why all of us have come into bondage to human imperfections, why we get sick, suffer abnormal physical and mental pain, and shed tears of sorrow. Or, why all creation keeps on groaning together and being in pain together until now.-Romans 8: 22. Never before have so many men wanted liberation from authority of employers and governments, so many women from the authority of husbands and fathers, and so many children from the authority of parents and teachers. Mans first liberation attempt thus turned out to be one that enslaved him. For 60 centuries now, he has been trying to liberate himself from its bad effects. But with what success? Racial or national prejudices directly contradict the Bible truths that God made out of one man every nation of men and that God is not partial, but in every nation the man that fears him and works righteousness is acceptable to him.(Acts 17:26; 10:34, 35) For example, consider the black race. Some so-called Christians claim that black skin color is the result of a divine curse placed upon Canaan and his descendants, consigning them to a position of servitude. In this they err. The black race descended not from Canaan but from Cush and possibly Put. And no curse was placed upon either of them. Man has experimented with all kinds of government. Those oppressive or unjust, or that failed to meet the peoples immediate needs, have been discarded or even violently overthrow and replaced by others-but with dubious results. Replacing one imperfect government with another is hardly the ideal way to bring about real liberation. Hence, wise King Solomon was divinely inspired to write: Man has dominated man to his injury.(Ecclesiastes 8:9) Obviously, all creation will keep on groaning together and being in pain until perfect government makes liberation from imperfect rule a reality. Despite this fact, blacks have often found themselves socially and economically downtrodden even by fellow blacks. They have longed for liberation. Social, economic, and even religious movements have been set up to seek liberation from oppression and discrimination, either real or imagined. But their liberation movements, despite sit-ins and protest marches, have brought only partial success. Unable to change hearts fully, they have failed to wipe out racial prejudice, religious ignorance, and lack of neighbor love. In conclusion all creation will keep on groaning together and being in pain until racial discrimination is wiped out by Gods Kingdom through Christ. English Essays

Rosewood essays

Rosewood essays In Levy County, FL, blacks and whites live uncomfortably but serenely beside each other in the towns of Sumner and Rosewood. The movie starts out by showing the very clean town of Rosewood, FL. In the beginning they show the Rosewood First A.M.E. Church, a for sale sign for 5 acres of land to be auctioned off on January 1, 1923 (New Years Day) by J. Bradley, Prince Hall, No. 6 which is the school for black children, different houses, farms, and the Carrier house. The movie also shows the train station in Rosewood where Sarah Carrier and her grandson are selling fruits, vegetables, and eggs to the whites getting on the train and one of the heroes of Rosewood, the train conductor Mr. Bryce. Once the train rolls by we come up on Sumner, FL, the white neighborhood in the movie. The railroad tracks separate the 2 towns. It doesnt look as clean as Rosewood does. A boy and his father hunt a boar and carry it out of the woods while the father chastises his son about playing with a colored bo y. The sheriff rides up and asks him if he sees a black man that escaped off the chain gang and tells him to keep a look out for him and not to shoot him. I chose this movie because it was very interesting to me when I first saw it and I never heard of Rosewood, FL before. I thought it was just a movie to show how lynching and massacres were conducted in America. When I saw it in the movies I missed the beginning of it so I didnt know it was based on a true story. When Mrs. Lamarre gave us the movie project, it gave me the opportunity to research on just how accurate and true the story of Rosewood was. In this report I will be telling how true the story really is and, around the start of the 19th century, that lynching and massacres of black towns were normal. The Reality of Rosewood, Lynching, and Massacres Rosewood is based on a true story. It is about how a prosperous black town was burned down to the ground b...

4 Exasperating Malapropisms

4 Exasperating Malapropisms 4 Exasperating Malapropisms 4 Exasperating Malapropisms By Maeve Maddox Malapropisms can be funny, but only if one understands both the misused word and the word appropriate in the context. Here are four malapropisms that left one reader scratching his head: 1.The butler entered the drawing room bearing the visitors name card on a silver sliver. The word wanted here is salver, not sliver. A salver is a tray; A sliver is a very narrow splinter of some substance. A silver sliver would not be large enough to hold a visitors card. 2. Mrs Jones earned the reputation of a vertigo because her poor husbands head was always in a spin from her constant nagging and scolding. The word wanted in this context is virago, not vertigo. Vertigo is dizziness; A virago, in this context, is a loud, obnoxious woman who nags and scolds and doesnt behave as a proper woman should. (The word virago has an interesting history that deserves a post of its own.) 3. The teacher commented that Janes essay on D. H. Lawrence was extremely erotic; although certain parts were commendable, others left much to be desired. Yes, D.H. Lawrence is noted for erotic content, but the appropriate word here is erratic. The clue is certain parts were commendable, others left much to be desired. erotic relating to sexual desire. erratic irregular, inconsistent, eccentric. 4. Unfortunately, all efforts to pacify the furious tourists only served to exasperate the situation. Many native English speakers might miss the malapropism in this one because the words exasperate and exacerbate are often used as if they meant the same thing. For example, heres an exchange at Wiki Answers.com: Q: Can you use exasperate in a sentence? A: The 20 mph winds really exasperated the already 20 degree weather, making it feel like 0 degrees. exasperate to cause irritation or annoyance in a person. exacerbate to make a situation worse. The Wiki winds, therefore, would exacerbate the weather and the efforts to pacify the tourists in Example 4 would exacerbate the situation. Thanks to Jayanthi K for suggesting this post. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:Direct and Indirect ObjectsThe Many Forms of the Verb TO BEThe "Pied" in The Pied Piper

Survey Essay Example | Topics and Well Written Essays - 250 words - 2

Survey - Essay Example If you have any question please do not hesitate to contact me on email: Briefly explain your answer:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Briefly explain your answer:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Briefly explain your answer:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Briefly explain your

Exchange Transfer Funds- BRZU Research Paper Example | Topics and Well Written Essays - 750 words

Exchange Transfer Funds- BRZU - Research Paper Example There is no assurance that the resources will achieve their aim (Direxion, 2014). The fund, under usual situations, creates long trends or series by investing at least eighty percent of its possessions in the securities that include the index and/or economic instruments that give leveraged and unleveraged vulnerability to the index. Index is premeditated to determine the performance of the big and middle cap subdivisions of the Brazil equity market, considering an estimated 85% of the free float-amended marketplace capitalization in Brazil (Wagner, 2012). The fund is non-varied. The Fund requires daily leveraged venture results comparative to its index and is dissimilar and riskier than likewise benchmarked EFTs that does not apply leverage. Consequently, the Fund is not anticipated to be utilized by, and is not suitable for, business investors who do not propose to keenly monitor and control their portfolios (Frush, 2012). The search of day by day leveraged investment objectives means that the gain of the Fund for a phase longer than a complete trading day may allow no similarity to 300% of the benefit of its index for such bigger period since the cumulative return of the Fund is the creation of the sequences of daily leveraged outcomes for each business day (Direxion, 2014). The path of the standard during the extended period could be at least as significant to the Fund’s gain for the r extended period as the collective return of the standard for the pertinent longer period, particularly in periods of market instability. Further, the outcome for investors that venture in projects for periods less than a complete trading day or for a phase different than an exchange period day will not be the establishment of the result of the Fund’s settled objective and the function of the objective index for the full business day. From the fund analysis, it has become more and more evident over the

Supplier Relationship Importance And Supply Chain Management

Supplier Relationship Importance And Supply Chain Management In todays increasing economic environment, organisations are looking for new techniques to improve their competitive advantage. The focus of my research is in the area of purchasing which have now become a strategic function and a key reason in positioning competitively among all other competitors. The paper discusses that in recent years, the relationships between buyers and suppliers have been continuously receiving a considerable attention for effective operations within organisations. Traditionally, supplier-buyer relationships were regarded as adversarial, arms length transactions. However, the approach towards managing this relationship is changing and moving towards a more collaborative approach due to the fact that now suppliers are important sources to gain competitive advantage to operate in global markets in terms of their expertise, knowledge and ability of sharing risks. [Research paper Journal] The research aims to provide an understanding of supplier relationship management, factors of supplier evaluation and selection process, and the elements that contribute to the establishment of a productive customer/vendor relationships. Such a study is important for buyers to build and maintain effective relationships with their suppliers for consistent cost reductions while working together to mutually create revenues and other benefits. The paper recommends that this information may work as a reference guideline for buyers when initiating cooperative relationships with their supply sources resulting in advanced purchasing and strategic supply chain management in their organisation. The research method adopted in this dissertation is secondary exploring various business journals, business websites, textbooks and articles. Due to continuous new product developments, product innovations and increase in costs, managing supplier relationships will further become crucial in the near future. Due to this reason, therefore, this paper discusses the requirement of supplier relationships and how this shift in organisational strategy towards building relations has and will going to change the employees role, companys processes and organisational goals. The findings from this research provides an evidence of how companies have improved their supply chain operations through understanding the importance to develop effective supplier relationships as part of their core business activity for not only to achieve success within procurement department but also to successfully complete other supply chain cycle such as maintaining production flow at all times, planning accurately, inventory handling, logistical issues and achieving financial benefits. Examples included findings from large organisations of Hong Kong, Rolls Royce, GE, and Japanese firm Toyota. The main conclusion that can be drawn from this research is that every organisation must emphasise the need to actually develop world class suppliers that helps in building long-term relationships, reduction in costs, improved QCDS (quality, cost, delivery and service) criteria, improved customer service, mutual information sharing, reducing the NPI (new product inspection) costs and becoming world class organisation in the market. Introduction Nowadays, the majority of Organisations believe that their companys real assets are embedded in the quality of the relationships shared between the business and their stakeholders such as clients or customers, employees and suppliers. Developing and managing supplier relationship will be the main subject throughout this project. The objective of this research is to investigate the importance of the need to focus more on building collaborative relationships with their strategic suppliers by large manufacturing companies. With increase in globalisation and restructuring of several organisations, procurements role has changed focusing more towards costs, quality, flexibility and technology. [Herbig and OHara, 1995; Goh and Lau, 1999] In the previous years (traditionally), purchasing was considered as a secretarial function in which the buyer-supplier relationships were viewed as being adversarial and unsurprisingly results in a win/lose outcome. Before, business operations from manufacturing to assembling the finished goods were prepared in-house but now many organisations have moved towards a more combined approach where manufacturing firms have started concentrating more on their core competencies only and rest outsourcing nationally and internationally to satisfy their customer expectations. Organisations are going lean i.e. working towards continuous improvement, adopting just-in time and total quality management and eliminating wastes. This highlighted the requirement for most of the lean organisations to grow cooperative supplier-buyer relationships to achieve real productivity, improved design and quality that are unattainable unless the supplying partners assist in product innovation. Hence, several manufacturers have recognized their ability to become world class competitors based on establishing high levels of trust and cooperation among their suppliers. [They and Briggs (1994)] For example, highlighting the case of Rolls Royce, the engine manufacturer, that outsources 70% of their material from external supply chain and thats the reason Rolls Royce try to encourage their suppliers to work openly and jointly contributing to their performance. Rolls Royce belief in building good supplier relationships assures quality and competitiveness to their product offerings and helps to achieve customer standards. The growing face of domestic and global competition has led to understand the manufacturing companies to practise global sourcing which is a strategy to improve companies competitiveness in the international market through reducing costs, improving quality, increased exposure to universal technology, and improving delivery and reliability. A connection or association is known as a relationship. Relationships are said to be when individuals, organisations and internal or external groups to an enterprise interact. At recent times, relationship marketing describes long-term marketing strategy that emphasise on building and maintaining long-term relationships with customers rather than just focusing on one-time sale approach. At business level, relationship marketing is applied to variety of purchasing supplier relationships in the context of a broader network of interconnected purchasing, supplier and competitor organisations. Supplier relationship is defined as a systematic approach to supplier evaluation, selection and ongoing relationship management with the goal of cutting the costs of goods and services boosting profits? Supplier relationship management is a proactive approach of an ongoing business links to secure a competitive advantage within the organisation, focusing more on overall relationships between the supplier and the customer (buying organisation) rather than focusing on specific contracts. The idea is to develop trust and understanding of each others requirements and interests while providing assistance to each other. For example, Rolls Royce sends their experts to their sub-contract suppliers to improve their technology and performance standards. Such relationships bring profit and provide competitive advantage. [http://www.ogc.gov.uk/process_supplier_performance_and_contract_management_6368.asp] Today, most of the companies have realised that doing business jointly with their strategic suppliers will enhance their organisational ability to respond quickly to demand changes, focus on core business only and hence, results in implementing best practises. For example, Rolls Royce believes their supplier make very essential contribution to their business performance as over 70% of their manufacturing costs comes from external supply sources. focus more on their core competencies such as encouraging suppliers to work with transparency, openly and together to enhance continuous improvements. rather than Small to Medium size Enterprises and many local businesses use Transactional Purchasing whereas Large Enterprises use Relationship Purchasing to compete strongly in this economic climate. Transactional Purchasing Relationship purchasing Focus on short, discrete purchasing Focus on supplier retention Short-term orientation Long-term orientation Arms length Closeness Simple buyer-seller relationship Complicated, including internal relationships Emphasis on price, quality and delivery in the offered product No Innovation Emphasis on price, quality, delivery other factors, like innovative design as a collaborative exercise b/w purchaser and supplier Moderate supplier contacts High level of supplier contact with each contact being used to gain information strengthen the relationship Little sharing of information Significant sharing of information, including cost information and transparency Introducing Supply chain management The project is focused on process for choosing world class suppliers, importance of building supplier relationships, various supplier development approaches and process of negotiation required in purchasing that plays a vital role in todays supply chain management. Explaining what is supply chain management and its various elements that are necessary for the movement of goods and services within the business. Supply chain management consists of the intra and inter-organisational co-ordination of business functions that act as both transformative and support functions. This emphasises managing supply chain effectively must be a key activity within the businesses. [Mentzer et al. (2001)] Supply chain combines flow of materials, goods, and information (includes money) that floats within and between organisations linking with a variety of tangible and intangible facilitators, e.g. relationships, processes, activities and integrated information systems. Different views of supply chains are implemented in terms of a process when operations are emphasised, a logistical channel when emphasises marketing, a value chain whey looking at value added activities, and a demand chain when considering customer satisfaction. [Peck H. (2006)] Key elements of supply chain The key elements of supply chain are that links with each other by the movement of products. The following explains that supply chain starts and ends with the customer: [http://logistics.about.com/od/supplychainintroduction/a/into_scm.htm] Customer This is the customer that starts the value chain by deciding to make a purchase of a particular product for example, in an aviation industry procuring turbine blades or a fan shaft which is offered for sale by an organisation. At this stage, the customer contacts the sales team and places purchase order with a right quantity and delivered on a right date. If in case, this product needs manufacturing then the purchase order includes a requirement that must be fulfilling by the production facility. Planning The requirement for planning occurs when customers purchase order is received and processed with other existing orders. Production plans are created by the planning department to generate products to accomplish the customers order. If manufacturing requires, then raw materials are purchased to complete the process. Purchasing The list of materials e.g. raw materials and services is obtained which is required by the production department to complete the purchase order. Then purchasing team issues purchase orders to procure raw material from selected suppliers on their manufacturing site on a requisite date. Inventory The raw materials that are received from suppliers are checked for quality and moved into the warehouse. The invoice is received for the parts that are delivered by the supplier and then materials are stored until there is a demand from a production area. Production According to the production plan, the raw materials from the inventory are moved into the production area where product manufacturing takes place and creates the finished product. Once the parts are completed, they are again sent back to the warehouse and stored prior to delivery to the ultimate customer. Transportation Logistics department then finds the most efficient shipping method in order to achieve on-time delivery at the right date mentioned by the customer. After goods are received by the customer, an invoice is sent by the organisation (supplier) for delivered products. Outlining Case study: GE-Aviation In this project, there will be discussion on relationship purchasing within aviation industry considering GE Aviation as a case study. Suggesting methods of procurement and ways of maintaining GEs existing and new relationships with suppliers. On-line procurement is one of the major processes that I will be focusing in my project which GE adopts within their business that not only reduces the cost and saves time but also provides the right amount of communication with its suppliers at the right time. For example, GE-Aviation has its own department for RB211 jumbo jet engine where there are teams responsible for engineering, operations, purchasing and billing. The engine gets repaired and maintained on site. For RB211 engine type, GEs biggest supplier is Rolls Royce who is the OEMs and can provide material many times. Using SAP software within the whole organisation saves a huge amount of time for purchasing transactions and also makes easy for GE purchasing team to analyse demand raised and provide forecasting to their suppliers for each product by just looking into the system and working through its historical past. GE uses Relationship Purchasing in which they believe to maximise their revenue it is very important to have good supplier relationships. Some of the key approaches/strategies required before working towards building relationships are as follows: Selecting a world class supplier Companies that outsources internationally their materials opens the opportunity to identify potential suppliers, evaluate and reasonably short list them that result with the best supplier. This is considered as one of the most important process to perform by the procurement team that aims to choose the best supplier that ensures reliable supplies with low risk involved and maximises the overall value to the buyer. The following are the seven key steps involved in supplier evaluation and selection process: (Fig 7.5 Supplier evaluation and selection process [pg 163]) Recognise the need for supplier selection The first step is to recognise the actual need for selection of supplier. Purchasing team must work with new product development department in order to recognise future buying behaviours. Purchasing groups proactively select suppliers and anticipate demands rather than wait until a demand rises. The process to start this evaluation arises due to the following scenarios: Through new product development Poor performance received from existing internal and external suppliers Closure of the contract Procuring new tools and equipments Thinking to expand business into new markets or products Due to inadequate capacity of existing suppliers Throughout outsourcing and re-engineering analyses Deciding to reduce the size of the supply base Identifying the main sourcing requirements All the way through evaluation process, procurement team must keep an eye on what they are intended to do. Acquiring materials is not just important but also focus to meet specific requirements set by the other internal customer and indirectly by other supply chain members. For example, an aviation company like GE that makes engines has to buy all the machinery and spare parts along with buyers taking care to ensure a perfect quality products are delivered on time. Establishing sourcing strategy Developing purchasing strategies results in long term alliances that buyers look each time to compete in todays growing competition. Several vital strategic decisions that affect the selection of suppliers are: Picking single or multiple suppliers Creating short-term or long-term contracts Suppliers wish to develop working partnerships rather than arms length relations Working with suppliers that can provide support with product designs rather than those who cannot modify designs Having choice of local, domestic, foreign or global suppliers Therefore, sourcing strategies and policies must be carefully re-evaluated during supplier selection as requirements changes frequently in shorter times because of changing market conditions, changing consumer preferences and accustomed corporate goals. Identifying potential suppliers This stage identifies a list of suppliers that can actually have the capability to deliver of what is required by the customer. Buyers can use various numbers of sources to develop the preliminary list of supply sources by a quick search of company websites as well as long and detailed search for companies that can support with design and make specialised products. A rule of thumb must take place to determine the effort to be used into supplier selection by comparing the existing suppliers efficiency and strategic importance of an item because too much effort and expensive resources are wasted; too little effort and potential suppliers might be missed in this initial search criteria. Following are the sources of information widely-used to identify potential suppliers: Current suppliers Using existing suppliers who are already on the preferred list which are consistently meeting buyers requirements that reduces the purchasers time and effort in evaluation of supplier capabilities. But at the same time, existing supplier may not always provide the world class long term results and that is the reason why organisations scan information continuously to recognize potential new sources. Sales representatives and agents Marketing information received from these individuals can become a valuable source of information for new product offerings. Buyers keep this information in their file for future reference even if there is no urgent requirement for a supplier service. Internet searches Nowadays suppliers launch customer websites as part of their marketing approach and help the buyers with detailed information from a simple search of possible suppliers. Various other websites can also help in discovering and assessing important information like reviews, comparisons, comments, analyses and case studies of potential suppliers. Experience Experienced individuals working within purchasing team generally carries a wide knowledge about various capable suppliers as experienced buyers have already worked in a particular industry for many years and familiar with the main suppliers and their features. Internal sources Operating different business units within large organisations, each may have their own procurement department. Therefore, other units in the same organisation becomes a valuable source of information exchange to buyers through informal meetings, formal team sessions, an internal database, purchasing newsletters, etc. Limit suppliers in the selection pool At this stage, the procurement team must consolidate and analyse the information gathered on potential supply sources that helps them to make informed decisions. Getting a long list of suppliers is just the initial task but buyers then have to eliminate the weakest suppliers until they attain the strong shortlist. Therefore, the final supplier is then selected from this list. The following are the entry qualifiers features that influence buyers final decision [Howard (1998)]: Financial strength Appropriate business strategy Strong supportive management Proven manufacturing capability Design capability There are also many reasons that influence buyers decision to procure material on the following basis: Buying directly from the original manufacturer or distributor Original equipment manufacturers mostly offer lower prices that avoid the costs of wholesalers and retailers along with profit margins. The final choice must be considered on the basis of four factors including the size of the purchase, the manufacturers policies of direct sales, availability of storage at buyers facility, and the required additional services. Local, national, international and global suppliers Choosing international suppliers are more favourable as they usually offers the best price along with technical support but these have to be balanced by higher shipping costs, stocks, communication problems and common risks involved. Also, choosing local suppliers are considered more responsive to fluctuating demands, small deliveries and regular changes in purchase orders using Just-in-time method that not only supports local suppliers and allows the buyers to enhance local economy but also helps in building community goodwill. Large or small suppliers Usually buyers focus on suppliers capability to do the work rather than selecting on the basis of its size. But a buyer must keep in mind the unexpected increase in demands that can only be dealt by larger firms providing extra capacity to overcome these fluctuations. At the same time, in order to create a diversified supply base, buyers intentionally deal with smaller suppliers. Multiple or single sourcing When there are numerous different suppliers available then it becomes very difficult to make a decision of how many to use? Most of the organisations have chosen a trend to reduce the supply base that will benefit them accordingly. Determining method to select supplier This is the last stage where buyers are left with four to five suppliers in their shortlist and decide to evaluate these remaining organisations by looking at the alternatives in more detail for example, using supplier-provided information, supplier/customer visits, preferred list of suppliers and third-party information. Supplier-provided information Detailed information can be acquired through requesting price quotations. Information received from quotations are then used to understand the product description and supply which is then followed by another requests of a detailed cost breakdown of the price quoted by suppliers initially that must include the costs of labour, materials, overheads and profit as buyers also require operational details to finally evaluate them. Supplier visits One of the most efficient ways of getting an overall view of suppliers capabilities and performance is to visit suppliers facilities by a cross-functional team. Generally, these visits are expensive and time consuming so a buyer must balance their desire to gather as much information as possible confidentially. The following table shows important information points that a buyer must collect during its visit: Management capability Quality management Technology levels Planning and scheduling effectiveness Financial strength Personnel relations E-business capabilities Sophistication and efficiency of operations ISO certifications Skills, knowledge and experience of workforce Evidence of good management and housekeeping Types of inventory Nature of the goods inwards, stores and outwards areas Environmental practices Employee employment contracts Any significant changes planned or expected Contact details of key decision makers Use of preferred suppliers This is a list of suppliers created by the purchasers to reward their best suppliers that consistently meets their strict performance criteria. The list can also be used as an incentive to improve the existing suppliers performance and assessed accordingly. External or third-party information This consists of all the other information available about a potential supplier. For example, Total quality management is a system that insists suppliers to meet the quality standards as similar to buyers and generates a flow of related information throughout the supply chain. Selecting supplier and signing agreement This is the final step to choose the supplier followed by signing a contract. This includes different purchasing orders required for routine and major items, i.e. using standard purchase orders for routine items whereas, detailed negotiation is required to agree on specific details for major items that increases the complexity in the purchase order. Supplier evaluation criteria After considering various steps in selecting suppliers, the buying organisation must analyse the following questions with the supply organisation in order to progress outside their traditional purchasing relationships and possibilities for long term relationships with them: [Spekman (1988)] Has the supplier signified a dedication or willingness for a longer term relationship? Is the supplier enthusiastic to perform resources to develop this relationship? Is the supplier willing or able to participate at the early stage or throughout the stage of product design? Has supplier brought any unique service to the business? Is the supplier showed their interests or commitment towards customers problems and effectively solving them together? Is the supplier is interested in improvements and innovations in the operations? Is there any openness of sharing and exchanging information between both companies? How much knowledgeable is the supplier about the customers industry and business? Is the need for confidentially exchanged information taken seriously? Supplier management and development In todays time, the need to improve supplier performance is open in large or small organisations and for this reason; the purchasing teams must introduce a supplier relationship management (SRM) approach to achieve their organisational goals and success in global purchases of technology. Therefore, this calls for managing resources efficiently throughout supply chain collaborations, dedication required from supply managers, creating standardised best practices effectively and tools required for tracking and evaluating the results. The process must begin with effective supplier performance measures required to undertake strategic supply or procurement decisions for the organisation. [Minahan T. And Vigorose M. (2002)] Effective supplier performance measurements What to measure The factors important to assess the performance includes: Delivery performance The purchase orders that are sent to suppliers involves all the appropriate information on deliveries, with quantities, lead times and due dates. Therefore, it is buyers responsibility to check regularly that how well a supplier actually meets their expected conditions. Cost performance There are many ways that can measure cost performances for example, monitoring real price delivered by the supplier after adjusting increase in the prices (inflation). Quality performance In order to measure quality, the best criteria for buyers is to check that products are delivered in 100% perfect condition with no defects. This also includes comparing previous performances, latest performance with mutually agreed standards and various other figures. Other qualitative factors in supplier performance Factor Explanation Problem solving Suppliers attention to provide solutions to the problem Technical skills Comparing suppliers manufacturing capacity with other business suppliers Reporting progress Suppliers incomplete reporting of existing problems and identifying and communicating other potential problems Corrective action Suppliers timely response to requests for corrective actions and requests for changes Cost-reduction plans Suppliers enthusiasm to find techniques that helps to reduce the total purchase cost New-product development support Suppliers capability to reduce time and cost required for new product development Buyer/seller compatibility Rating subjectively how well a purchasing firm and a supplier work together Therefore, the above are various other factors that help the buyers to measure the suppliers technical ability and closeness of both parties relationships. Reporting frequency This includes preparing reports to provide a clear feedback to supplier on their performance. Purchasing management must communicate with their buyers to send these reports by reviewing them weekly, monthly, quarterly or annually which is then followed with more face-to-face team meeting that reviews their actual performance, discussion on targets, identify potential improvements, examine changes, and so on. Any problems (for example, supplier fails to meet the required standard) occurred during crucial time must be addressed with special reports and meetings to avoid any financial and operational problems. Use of measurement data Procurement staff can make use of data collected from its measurement systems in many ways including: Identifying suppliers which are not meeting the performance goals and highlighting areas that calls for improvements, followed by corrective actions taken to raise the performance to acceptable levels or else finding new suppliers. It helps in discovering excellent performances achieved from supplier which then helps identify preferred suppliers that qualify for long term alliances. It also recognises the worst performing suppliers that are continuously not improving and needs to be removed from supply base whereas offering more work to superior suppliers. Supplier measurement techniques There are three techniques discussed for evaluating performance of suppliers, each differs in their use, level of subjectivity, resources required and implementing cost. Categorical techniques These techniques considers a particular aspect of performance, for example lead time and classifies a set of categories for performance rating as excellent, good, fair or poor and therefore, helps buyers in deciding which supplier is good or bad. This is an easiest system of measurement, easy to use, comparatively inexpensive and also the most subjective. There are some drawbacks of using this technique as they do not provide a clear analysis of performance, slower than automated systems and regarded as the lowest of the three techniques in terms of reliability. Scoring model This method overcomes the subjectivity of categorical technique by calculating a weighted score for different performance categories. This is more reliable and requires reasonable implementation cost providing flexibility for buyers to change the categories included as well as weights allocated to each. Cost-based techniques -This technique is the most comprehensive that can help the buying organisation to look for the total cost required for doing business with a particular supplier by identifying the lowest purchase price is not always the lowest cost of acquisition. Hence, this technique works through collecting data from the purchasing firms information system, analysing the total cost including the additional occurring costs whenever a supplier fails to perform as per expected by the buyer. This can be calculated using formula of supplier performance index (SPI) SPI = Total pur Supplier Relationship Importance And Supply Chain Management Supplier Relationship Importance And Supply Chain Management In todays increasing economic environment, organisations are looking for new techniques to improve their competitive advantage. The focus of my research is in the area of purchasing which have now become a strategic function and a key reason in positioning competitively among all other competitors. The paper discusses that in recent years, the relationships between buyers and suppliers have been continuously receiving a considerable attention for effective operations within organisations. Traditionally, supplier-buyer relationships were regarded as adversarial, arms length transactions. However, the approach towards managing this relationship is changing and moving towards a more collaborative approach due to the fact that now suppliers are important sources to gain competitive advantage to operate in global markets in terms of their expertise, knowledge and ability of sharing risks. [Research paper Journal] The research aims to provide an understanding of supplier relationship management, factors of supplier evaluation and selection process, and the elements that contribute to the establishment of a productive customer/vendor relationships. Such a study is important for buyers to build and maintain effective relationships with their suppliers for consistent cost reductions while working together to mutually create revenues and other benefits. The paper recommends that this information may work as a reference guideline for buyers when initiating cooperative relationships with their supply sources resulting in advanced purchasing and strategic supply chain management in their organisation. The research method adopted in this dissertation is secondary exploring various business journals, business websites, textbooks and articles. Due to continuous new product developments, product innovations and increase in costs, managing supplier relationships will further become crucial in the near future. Due to this reason, therefore, this paper discusses the requirement of supplier relationships and how this shift in organisational strategy towards building relations has and will going to change the employees role, companys processes and organisational goals. The findings from this research provides an evidence of how companies have improved their supply chain operations through understanding the importance to develop effective supplier relationships as part of their core business activity for not only to achieve success within procurement department but also to successfully complete other supply chain cycle such as maintaining production flow at all times, planning accurately, inventory handling, logistical issues and achieving financial benefits. Examples included findings from large organisations of Hong Kong, Rolls Royce, GE, and Japanese firm Toyota. The main conclusion that can be drawn from this research is that every organisation must emphasise the need to actually develop world class suppliers that helps in building long-term relationships, reduction in costs, improved QCDS (quality, cost, delivery and service) criteria, improved customer service, mutual information sharing, reducing the NPI (new product inspection) costs and becoming world class organisation in the market. Introduction Nowadays, the majority of Organisations believe that their companys real assets are embedded in the quality of the relationships shared between the business and their stakeholders such as clients or customers, employees and suppliers. Developing and managing supplier relationship will be the main subject throughout this project. The objective of this research is to investigate the importance of the need to focus more on building collaborative relationships with their strategic suppliers by large manufacturing companies. With increase in globalisation and restructuring of several organisations, procurements role has changed focusing more towards costs, quality, flexibility and technology. [Herbig and OHara, 1995; Goh and Lau, 1999] In the previous years (traditionally), purchasing was considered as a secretarial function in which the buyer-supplier relationships were viewed as being adversarial and unsurprisingly results in a win/lose outcome. Before, business operations from manufacturing to assembling the finished goods were prepared in-house but now many organisations have moved towards a more combined approach where manufacturing firms have started concentrating more on their core competencies only and rest outsourcing nationally and internationally to satisfy their customer expectations. Organisations are going lean i.e. working towards continuous improvement, adopting just-in time and total quality management and eliminating wastes. This highlighted the requirement for most of the lean organisations to grow cooperative supplier-buyer relationships to achieve real productivity, improved design and quality that are unattainable unless the supplying partners assist in product innovation. Hence, several manufacturers have recognized their ability to become world class competitors based on establishing high levels of trust and cooperation among their suppliers. [They and Briggs (1994)] For example, highlighting the case of Rolls Royce, the engine manufacturer, that outsources 70% of their material from external supply chain and thats the reason Rolls Royce try to encourage their suppliers to work openly and jointly contributing to their performance. Rolls Royce belief in building good supplier relationships assures quality and competitiveness to their product offerings and helps to achieve customer standards. The growing face of domestic and global competition has led to understand the manufacturing companies to practise global sourcing which is a strategy to improve companies competitiveness in the international market through reducing costs, improving quality, increased exposure to universal technology, and improving delivery and reliability. A connection or association is known as a relationship. Relationships are said to be when individuals, organisations and internal or external groups to an enterprise interact. At recent times, relationship marketing describes long-term marketing strategy that emphasise on building and maintaining long-term relationships with customers rather than just focusing on one-time sale approach. At business level, relationship marketing is applied to variety of purchasing supplier relationships in the context of a broader network of interconnected purchasing, supplier and competitor organisations. Supplier relationship is defined as a systematic approach to supplier evaluation, selection and ongoing relationship management with the goal of cutting the costs of goods and services boosting profits? Supplier relationship management is a proactive approach of an ongoing business links to secure a competitive advantage within the organisation, focusing more on overall relationships between the supplier and the customer (buying organisation) rather than focusing on specific contracts. The idea is to develop trust and understanding of each others requirements and interests while providing assistance to each other. For example, Rolls Royce sends their experts to their sub-contract suppliers to improve their technology and performance standards. Such relationships bring profit and provide competitive advantage. [http://www.ogc.gov.uk/process_supplier_performance_and_contract_management_6368.asp] Today, most of the companies have realised that doing business jointly with their strategic suppliers will enhance their organisational ability to respond quickly to demand changes, focus on core business only and hence, results in implementing best practises. For example, Rolls Royce believes their supplier make very essential contribution to their business performance as over 70% of their manufacturing costs comes from external supply sources. focus more on their core competencies such as encouraging suppliers to work with transparency, openly and together to enhance continuous improvements. rather than Small to Medium size Enterprises and many local businesses use Transactional Purchasing whereas Large Enterprises use Relationship Purchasing to compete strongly in this economic climate. Transactional Purchasing Relationship purchasing Focus on short, discrete purchasing Focus on supplier retention Short-term orientation Long-term orientation Arms length Closeness Simple buyer-seller relationship Complicated, including internal relationships Emphasis on price, quality and delivery in the offered product No Innovation Emphasis on price, quality, delivery other factors, like innovative design as a collaborative exercise b/w purchaser and supplier Moderate supplier contacts High level of supplier contact with each contact being used to gain information strengthen the relationship Little sharing of information Significant sharing of information, including cost information and transparency Introducing Supply chain management The project is focused on process for choosing world class suppliers, importance of building supplier relationships, various supplier development approaches and process of negotiation required in purchasing that plays a vital role in todays supply chain management. Explaining what is supply chain management and its various elements that are necessary for the movement of goods and services within the business. Supply chain management consists of the intra and inter-organisational co-ordination of business functions that act as both transformative and support functions. This emphasises managing supply chain effectively must be a key activity within the businesses. [Mentzer et al. (2001)] Supply chain combines flow of materials, goods, and information (includes money) that floats within and between organisations linking with a variety of tangible and intangible facilitators, e.g. relationships, processes, activities and integrated information systems. Different views of supply chains are implemented in terms of a process when operations are emphasised, a logistical channel when emphasises marketing, a value chain whey looking at value added activities, and a demand chain when considering customer satisfaction. [Peck H. (2006)] Key elements of supply chain The key elements of supply chain are that links with each other by the movement of products. The following explains that supply chain starts and ends with the customer: [http://logistics.about.com/od/supplychainintroduction/a/into_scm.htm] Customer This is the customer that starts the value chain by deciding to make a purchase of a particular product for example, in an aviation industry procuring turbine blades or a fan shaft which is offered for sale by an organisation. At this stage, the customer contacts the sales team and places purchase order with a right quantity and delivered on a right date. If in case, this product needs manufacturing then the purchase order includes a requirement that must be fulfilling by the production facility. Planning The requirement for planning occurs when customers purchase order is received and processed with other existing orders. Production plans are created by the planning department to generate products to accomplish the customers order. If manufacturing requires, then raw materials are purchased to complete the process. Purchasing The list of materials e.g. raw materials and services is obtained which is required by the production department to complete the purchase order. Then purchasing team issues purchase orders to procure raw material from selected suppliers on their manufacturing site on a requisite date. Inventory The raw materials that are received from suppliers are checked for quality and moved into the warehouse. The invoice is received for the parts that are delivered by the supplier and then materials are stored until there is a demand from a production area. Production According to the production plan, the raw materials from the inventory are moved into the production area where product manufacturing takes place and creates the finished product. Once the parts are completed, they are again sent back to the warehouse and stored prior to delivery to the ultimate customer. Transportation Logistics department then finds the most efficient shipping method in order to achieve on-time delivery at the right date mentioned by the customer. After goods are received by the customer, an invoice is sent by the organisation (supplier) for delivered products. Outlining Case study: GE-Aviation In this project, there will be discussion on relationship purchasing within aviation industry considering GE Aviation as a case study. Suggesting methods of procurement and ways of maintaining GEs existing and new relationships with suppliers. On-line procurement is one of the major processes that I will be focusing in my project which GE adopts within their business that not only reduces the cost and saves time but also provides the right amount of communication with its suppliers at the right time. For example, GE-Aviation has its own department for RB211 jumbo jet engine where there are teams responsible for engineering, operations, purchasing and billing. The engine gets repaired and maintained on site. For RB211 engine type, GEs biggest supplier is Rolls Royce who is the OEMs and can provide material many times. Using SAP software within the whole organisation saves a huge amount of time for purchasing transactions and also makes easy for GE purchasing team to analyse demand raised and provide forecasting to their suppliers for each product by just looking into the system and working through its historical past. GE uses Relationship Purchasing in which they believe to maximise their revenue it is very important to have good supplier relationships. Some of the key approaches/strategies required before working towards building relationships are as follows: Selecting a world class supplier Companies that outsources internationally their materials opens the opportunity to identify potential suppliers, evaluate and reasonably short list them that result with the best supplier. This is considered as one of the most important process to perform by the procurement team that aims to choose the best supplier that ensures reliable supplies with low risk involved and maximises the overall value to the buyer. The following are the seven key steps involved in supplier evaluation and selection process: (Fig 7.5 Supplier evaluation and selection process [pg 163]) Recognise the need for supplier selection The first step is to recognise the actual need for selection of supplier. Purchasing team must work with new product development department in order to recognise future buying behaviours. Purchasing groups proactively select suppliers and anticipate demands rather than wait until a demand rises. The process to start this evaluation arises due to the following scenarios: Through new product development Poor performance received from existing internal and external suppliers Closure of the contract Procuring new tools and equipments Thinking to expand business into new markets or products Due to inadequate capacity of existing suppliers Throughout outsourcing and re-engineering analyses Deciding to reduce the size of the supply base Identifying the main sourcing requirements All the way through evaluation process, procurement team must keep an eye on what they are intended to do. Acquiring materials is not just important but also focus to meet specific requirements set by the other internal customer and indirectly by other supply chain members. For example, an aviation company like GE that makes engines has to buy all the machinery and spare parts along with buyers taking care to ensure a perfect quality products are delivered on time. Establishing sourcing strategy Developing purchasing strategies results in long term alliances that buyers look each time to compete in todays growing competition. Several vital strategic decisions that affect the selection of suppliers are: Picking single or multiple suppliers Creating short-term or long-term contracts Suppliers wish to develop working partnerships rather than arms length relations Working with suppliers that can provide support with product designs rather than those who cannot modify designs Having choice of local, domestic, foreign or global suppliers Therefore, sourcing strategies and policies must be carefully re-evaluated during supplier selection as requirements changes frequently in shorter times because of changing market conditions, changing consumer preferences and accustomed corporate goals. Identifying potential suppliers This stage identifies a list of suppliers that can actually have the capability to deliver of what is required by the customer. Buyers can use various numbers of sources to develop the preliminary list of supply sources by a quick search of company websites as well as long and detailed search for companies that can support with design and make specialised products. A rule of thumb must take place to determine the effort to be used into supplier selection by comparing the existing suppliers efficiency and strategic importance of an item because too much effort and expensive resources are wasted; too little effort and potential suppliers might be missed in this initial search criteria. Following are the sources of information widely-used to identify potential suppliers: Current suppliers Using existing suppliers who are already on the preferred list which are consistently meeting buyers requirements that reduces the purchasers time and effort in evaluation of supplier capabilities. But at the same time, existing supplier may not always provide the world class long term results and that is the reason why organisations scan information continuously to recognize potential new sources. Sales representatives and agents Marketing information received from these individuals can become a valuable source of information for new product offerings. Buyers keep this information in their file for future reference even if there is no urgent requirement for a supplier service. Internet searches Nowadays suppliers launch customer websites as part of their marketing approach and help the buyers with detailed information from a simple search of possible suppliers. Various other websites can also help in discovering and assessing important information like reviews, comparisons, comments, analyses and case studies of potential suppliers. Experience Experienced individuals working within purchasing team generally carries a wide knowledge about various capable suppliers as experienced buyers have already worked in a particular industry for many years and familiar with the main suppliers and their features. Internal sources Operating different business units within large organisations, each may have their own procurement department. Therefore, other units in the same organisation becomes a valuable source of information exchange to buyers through informal meetings, formal team sessions, an internal database, purchasing newsletters, etc. Limit suppliers in the selection pool At this stage, the procurement team must consolidate and analyse the information gathered on potential supply sources that helps them to make informed decisions. Getting a long list of suppliers is just the initial task but buyers then have to eliminate the weakest suppliers until they attain the strong shortlist. Therefore, the final supplier is then selected from this list. The following are the entry qualifiers features that influence buyers final decision [Howard (1998)]: Financial strength Appropriate business strategy Strong supportive management Proven manufacturing capability Design capability There are also many reasons that influence buyers decision to procure material on the following basis: Buying directly from the original manufacturer or distributor Original equipment manufacturers mostly offer lower prices that avoid the costs of wholesalers and retailers along with profit margins. The final choice must be considered on the basis of four factors including the size of the purchase, the manufacturers policies of direct sales, availability of storage at buyers facility, and the required additional services. Local, national, international and global suppliers Choosing international suppliers are more favourable as they usually offers the best price along with technical support but these have to be balanced by higher shipping costs, stocks, communication problems and common risks involved. Also, choosing local suppliers are considered more responsive to fluctuating demands, small deliveries and regular changes in purchase orders using Just-in-time method that not only supports local suppliers and allows the buyers to enhance local economy but also helps in building community goodwill. Large or small suppliers Usually buyers focus on suppliers capability to do the work rather than selecting on the basis of its size. But a buyer must keep in mind the unexpected increase in demands that can only be dealt by larger firms providing extra capacity to overcome these fluctuations. At the same time, in order to create a diversified supply base, buyers intentionally deal with smaller suppliers. Multiple or single sourcing When there are numerous different suppliers available then it becomes very difficult to make a decision of how many to use? Most of the organisations have chosen a trend to reduce the supply base that will benefit them accordingly. Determining method to select supplier This is the last stage where buyers are left with four to five suppliers in their shortlist and decide to evaluate these remaining organisations by looking at the alternatives in more detail for example, using supplier-provided information, supplier/customer visits, preferred list of suppliers and third-party information. Supplier-provided information Detailed information can be acquired through requesting price quotations. Information received from quotations are then used to understand the product description and supply which is then followed by another requests of a detailed cost breakdown of the price quoted by suppliers initially that must include the costs of labour, materials, overheads and profit as buyers also require operational details to finally evaluate them. Supplier visits One of the most efficient ways of getting an overall view of suppliers capabilities and performance is to visit suppliers facilities by a cross-functional team. Generally, these visits are expensive and time consuming so a buyer must balance their desire to gather as much information as possible confidentially. The following table shows important information points that a buyer must collect during its visit: Management capability Quality management Technology levels Planning and scheduling effectiveness Financial strength Personnel relations E-business capabilities Sophistication and efficiency of operations ISO certifications Skills, knowledge and experience of workforce Evidence of good management and housekeeping Types of inventory Nature of the goods inwards, stores and outwards areas Environmental practices Employee employment contracts Any significant changes planned or expected Contact details of key decision makers Use of preferred suppliers This is a list of suppliers created by the purchasers to reward their best suppliers that consistently meets their strict performance criteria. The list can also be used as an incentive to improve the existing suppliers performance and assessed accordingly. External or third-party information This consists of all the other information available about a potential supplier. For example, Total quality management is a system that insists suppliers to meet the quality standards as similar to buyers and generates a flow of related information throughout the supply chain. Selecting supplier and signing agreement This is the final step to choose the supplier followed by signing a contract. This includes different purchasing orders required for routine and major items, i.e. using standard purchase orders for routine items whereas, detailed negotiation is required to agree on specific details for major items that increases the complexity in the purchase order. Supplier evaluation criteria After considering various steps in selecting suppliers, the buying organisation must analyse the following questions with the supply organisation in order to progress outside their traditional purchasing relationships and possibilities for long term relationships with them: [Spekman (1988)] Has the supplier signified a dedication or willingness for a longer term relationship? Is the supplier enthusiastic to perform resources to develop this relationship? Is the supplier willing or able to participate at the early stage or throughout the stage of product design? Has supplier brought any unique service to the business? Is the supplier showed their interests or commitment towards customers problems and effectively solving them together? Is the supplier is interested in improvements and innovations in the operations? Is there any openness of sharing and exchanging information between both companies? How much knowledgeable is the supplier about the customers industry and business? Is the need for confidentially exchanged information taken seriously? Supplier management and development In todays time, the need to improve supplier performance is open in large or small organisations and for this reason; the purchasing teams must introduce a supplier relationship management (SRM) approach to achieve their organisational goals and success in global purchases of technology. Therefore, this calls for managing resources efficiently throughout supply chain collaborations, dedication required from supply managers, creating standardised best practices effectively and tools required for tracking and evaluating the results. The process must begin with effective supplier performance measures required to undertake strategic supply or procurement decisions for the organisation. [Minahan T. And Vigorose M. (2002)] Effective supplier performance measurements What to measure The factors important to assess the performance includes: Delivery performance The purchase orders that are sent to suppliers involves all the appropriate information on deliveries, with quantities, lead times and due dates. Therefore, it is buyers responsibility to check regularly that how well a supplier actually meets their expected conditions. Cost performance There are many ways that can measure cost performances for example, monitoring real price delivered by the supplier after adjusting increase in the prices (inflation). Quality performance In order to measure quality, the best criteria for buyers is to check that products are delivered in 100% perfect condition with no defects. This also includes comparing previous performances, latest performance with mutually agreed standards and various other figures. Other qualitative factors in supplier performance Factor Explanation Problem solving Suppliers attention to provide solutions to the problem Technical skills Comparing suppliers manufacturing capacity with other business suppliers Reporting progress Suppliers incomplete reporting of existing problems and identifying and communicating other potential problems Corrective action Suppliers timely response to requests for corrective actions and requests for changes Cost-reduction plans Suppliers enthusiasm to find techniques that helps to reduce the total purchase cost New-product development support Suppliers capability to reduce time and cost required for new product development Buyer/seller compatibility Rating subjectively how well a purchasing firm and a supplier work together Therefore, the above are various other factors that help the buyers to measure the suppliers technical ability and closeness of both parties relationships. Reporting frequency This includes preparing reports to provide a clear feedback to supplier on their performance. Purchasing management must communicate with their buyers to send these reports by reviewing them weekly, monthly, quarterly or annually which is then followed with more face-to-face team meeting that reviews their actual performance, discussion on targets, identify potential improvements, examine changes, and so on. Any problems (for example, supplier fails to meet the required standard) occurred during crucial time must be addressed with special reports and meetings to avoid any financial and operational problems. Use of measurement data Procurement staff can make use of data collected from its measurement systems in many ways including: Identifying suppliers which are not meeting the performance goals and highlighting areas that calls for improvements, followed by corrective actions taken to raise the performance to acceptable levels or else finding new suppliers. It helps in discovering excellent performances achieved from supplier which then helps identify preferred suppliers that qualify for long term alliances. It also recognises the worst performing suppliers that are continuously not improving and needs to be removed from supply base whereas offering more work to superior suppliers. Supplier measurement techniques There are three techniques discussed for evaluating performance of suppliers, each differs in their use, level of subjectivity, resources required and implementing cost. Categorical techniques These techniques considers a particular aspect of performance, for example lead time and classifies a set of categories for performance rating as excellent, good, fair or poor and therefore, helps buyers in deciding which supplier is good or bad. This is an easiest system of measurement, easy to use, comparatively inexpensive and also the most subjective. There are some drawbacks of using this technique as they do not provide a clear analysis of performance, slower than automated systems and regarded as the lowest of the three techniques in terms of reliability. Scoring model This method overcomes the subjectivity of categorical technique by calculating a weighted score for different performance categories. This is more reliable and requires reasonable implementation cost providing flexibility for buyers to change the categories included as well as weights allocated to each. Cost-based techniques -This technique is the most comprehensive that can help the buying organisation to look for the total cost required for doing business with a particular supplier by identifying the lowest purchase price is not always the lowest cost of acquisition. Hence, this technique works through collecting data from the purchasing firms information system, analysing the total cost including the additional occurring costs whenever a supplier fails to perform as per expected by the buyer. This can be calculated using formula of supplier performance index (SPI) SPI = Total pur