Hannibal :: essays research papers

- North American moviegoers were hungry for Hannibal the Cannibal at the weekend. "Hannibal," a thriller starring Sir Anthony Hopkins in a long-awaited follow-up to the 1991 hit "The Silence of the Lambs," grossed a record-breaking $58 million in its first three days of release in the United States and Canada, according to studio estimates issued on Sunday. If the numbers hold when final data are issued on Monday, "Hannibal" will replace 2000's "Mission: Impossible II" ($57.9 million) as the third-highest bow in movie history, after 1997's "The Lost World: Jurassic Park" ($72 million) and 1999's "Star Wars: Episode One -- The Phantom Menace" ($64.8 million). It also set new records for a non-summer opening, an R-rated release and for a release by domestic distributor Metro-Goldwyn-Mayer Inc. "I must confess I expected it to be big, but not this big," "Hannibal" producer Dino De Laurentiis told Reuters from Berlin. Indeed most industry expectations were in the $35 million- $40 million range. MGM distribution president Larry Gleason said he had hoped to surpass the $42 million bow of the 2000 horror spoof "Scary Movie," which held the record for an R-rated release. AUDIENCE LOVES THE VILLAIN The film stars Hopkins as elegant cannibal Hannibal Lecter. When he's not disemboweling or dining on his hapless victims, he engages in a transatlantic cat-and-mouse game with FBI agent Clarice Starling, played by Julianne Moore. Jodie Foster played Starling in "Lambs," but opted not to return, reportedly because of the new film's violence. Ridley Scott ("Gladiator") directed. The original was directed by Jonathan Demme. De Laurentiis, in Berlin for the film's screening on Sunday night at the German capital's annual film festival, said audiences have conferred hero status on Hannibal Lecter. "When he's forced to kill, he kills somebody the audience wants to kill too," he said. "'Hannibal' is a picture in its own. It's a picture that will be remembered forever." He said Hopkins, who received a $10 million-plus salary for "Hannibal," had asked to be in a sequel. This was confirmed by MGM's Gleason. Whereas "Silence" and "Hannibal" were based on novels by Thomas Harris, the new project would probably bypass the book stage and go straight to script, Gleason said. As for the violent scenes, both De Laurentiis and Gleason noted that they were staged in an understated way with irony and humor. "It's playing much more fun than violent, in a weird way," Gleason said. "There's a lot of nervous laughter (among the audience).

Billy Beane: Changing the Game Essay

1. Based on the â€Å"Billy Beane: Changing the Game† case, explain how and why the Oakland A’s economic situation after 1995 shaped its: a) Compensation Strategies In the world of major league baseball, Oaklands A’s defied the laws of baseball economics. The team spent only $34 million (the 2nd lowest payroll) had won 102 games and lost only 60 in 2001. On top of this, they finished first in their division and made the playoffs. Major baseball teams would hire high school players than college players. This made high school players costly. Oaklands A’s strategy is to hire College players to save on resources. They argued that college players have already gained substantial exposure and competition. Beane would recruit new drafts and sign them for less than the going rate. Because of budget constraints, Oaklands A’s had to trade its top pitchers in exchange with the younger, much less expensive pitchers to try to remain within budget. Another interesting case for Oaklands A’s is the recruitment of Scott Hatteberg. Hatteberg played six years with the Boston Red Sox. He got injured and lacked the prowess in throwing the ball effectively. He was, according to Boston Red Sox, a lame player and did not sign him up again. With this, Hattenberg’s monetary value diminished and that is why Oaklands A’s recruited him at a much lower salary (because there are no other takers). Unknown to the other baseball teams, Hattenberg is the missing puzzle in A’s team. Oaklands A’s noted that Hattenberg has an uncanny knack for getting on-base. b) Staffing (recruiting, selection, and retention strategies) strategies Oaklands A’s staffing strategies was based on sabermetrics. Sabermetrics is a systematic, statistical approach in evaluating teams and players. Based on this science it was found out that the basis for judging the performance of the player should on-base percentage. A’s recruitment would prioritize college players than high school players. This is due to the fact that college players have already played more games against better competition. Bean is convince with the fact that â€Å"a young player is not what he looks like, or what he might become, but what he has done. The bottomline is what the player has produced in college. Bean and DePodesta believed that they could forecast future performance of college players more effectively than high school ones.  Another staffing strategy is the case of Scott Hatteberg. Hatteberg plays with the Boston Rex Sox. He was injured and was never signed up by Sox. Oaklands A’s did not waste time and hired Hatteberged. A’s has done this because Hatterberg’s has an on-base scoring record. According to A’s, Hatteberg filled up what is missing in the team. c) Training and development strategies Batting average was the norm adopted by other baseball teams. But training for Oakland was focused on the player’s ability to obtain on-base scoring. The team relied more on selecting players by their on-base percentages. According to Sabermetrics model, teams always win with players having attained high on-base percentages. Oakland’s Training and development strategies embraced on-base percentage as a philosophy for the entire Oakland organization. This system was the star. Each minor league team in the Oakland system began to lead it league in walks, and resulted to higher on-base percentage. 2. Explain how the compensation, staffing, and training strategies were aligned or integrated with each other to create an overall HR strategy for the Oakland A’s organization. Compensation was based on the value of the player. Since most baseball teams would recruit high school players, Oakland A’s would seek out college players. The higher demand for high school players lead to lower compensation rates for college players. Oakland would then hire college players to minimize cost. Training was based on the on-base performance. These requisites are fully integrated by Oakland A’s to match meager budget with the objectives of the team. 3. Are there potential problems with the HR strategies adopted by the Oakland A’s? One potential problem is that team players get older as baseball seasons come and go. This is due to the fact that Oakland A’s strategy is to hire college player. They are much older than the high school players hire by other baseball teams. This will affect their performance in future baseball games. On-base sabermetrics technology was developed by Oakland A’s to counter the cost of hiring players and to correct the market value of players. Replicating this strategy by other teams would create another imbalance in the demand for players. Everybody would be replicating what A’s had done and the repercussion is that college players would be costly to hire. Players with low batting average but possess substantial on-base average would be in  demand and therefore hike their hiring costs. Oakland A’s could have prevented this had the idea been patented for their exclusive use.

Pakistani Martyr Iqbal Masih

The historical figure of importance, Iqbal Masih was a young Pakistani boy who was forced into bonded labor at age four. After being freed at age ten, Iqbal became an activist against bonded child labor. He became a martyr for his cause when he was murdered at age 12. Overview of Iqbal Masih Iqbal Masih was born in Muridke, a small, rural village outside of Lahore in Pakistan. Shortly after Iqbals birth, his father, Saif Masih, abandoned the family. Iqbals mother, Inayat, worked as a housecleaner but found it difficult to make enough money to feed all her children from her small income. Iqbal, too young to understand his familys problems, spent his time playing in the fields near his two-room house. While his mom was away at work, his older sisters took care of him. His life changed drastically when he was just four years old. In 1986, Iqbals older brother was to be married and the family needed money to pay for a celebration. For a very poor family in Pakistan, the only way to borrow money is to ask a local employer. These employers specialize in this kind of barter, where the employer loans a family money in exchange for the bonded labor of a small child. To pay for the wedding, Iqbals family borrowed 600 rupees (about $12) from a man who owned a carpet-weaving business. In return, Iqbal was required to work as a carpet weaver until the debt was paid off. Without being asked or consulted, Iqbal was sold into bondage by his family. Workers Fighting for Survival This system of peshgi (loans) is inherently inequitable; the employer has all the power. Iqbal was required to work an entire year without wages in order to learn the skills of a carpet weaver. During and after his apprenticeship, the cost of the food he ate and the tools he used were all added to the original loan. When and if he made mistakes, he was often fined, which also added to the loan. In addition to these costs, the loan grew ever larger because the employer added interest. Over the years, Iqbals family borrowed even more money from the employer, which was added to the amount of money Iqbal had to work off. The employer kept track of the loan total. It was not unusual for employers to pad the total, keeping the children in bondage for life. By the time Iqbal was ten years old, the loan had grown to 13,000 rupees (about $260). The conditions in which Iqbal worked were horrendous. Iqbal and the other bonded children were required to squat on a wooden bench and bend forward to tie millions of knots into carpets. The children were required to follow a specific pattern, choosing each thread and tying each knot carefully. The children were not allowed to speak to each other. If the children started to daydream, a guard might hit them or they might cut their own hands with the sharp tools they used to cut the thread. Iqbal worked six days a week, at least 14 hours a day. The room in which he worked was stifling hot because the windows could not be opened in order to protect the quality of the wool. Only two light bulbs dangled above the young children. If the children talked back, ran away, were homesick, or were physically sick, they were punished. Punishment included severe beatings, being chained to their loom, extended periods of isolation in a dark closet, and being hung upside down. Iqbal often did these things and received numerous punishments. For all this, Iqbal was paid 60 rupees (about 20 cents) a day after his apprenticeship had ended. The Bonded Labor Liberation Front   After working six years as a carpet weaver, Iqbal one day heard about a meeting of the Bonded Labor Liberation Front (BLLF) which was working to help children like Iqbal. After work, Iqbal snuck away to attend the meeting. At the meeting, Iqbal learned that the Pakistani government had outlawed peshgi in 1992. In addition, the government cancelled all outstanding loans to these employers. Shocked, Iqbal knew he wanted to be free. He talked to Eshan Ullah Khan, president of the BLLF, who helped him get the paperwork he needed to show his employer that he should be free. Not content to just be free himself, Iqbal worked to also get his fellow workers free. Once free, Iqbal was sent to a BLLF school in Lahore. Iqbal studied very hard, finishing four years of work in just two. At the school, Iqbals natural leadership skills became increasingly apparent and he became involved in demonstrations and meetings that fought against bonded child labor. He once pretended to be one of a factorys workers so that he could question the children about their work conditions. This was a very dangerous expedition, but the information he gathered helped close down the factory and free hundreds of children. Iqbal began speaking at BLLF meetings and then to international activists and journalists. He spoke about his own experiences as a  bonded child  laborer. He was not intimidated by crowds and spoke with such conviction that many took notice of him. Iqbals six years as a bonded child had affected him physically as well as mentally. The most noticeable thing about Iqbal was that he was an extremely small child, about half the size he should have been at his age. At age ten, he was less than four feet tall and weighed a mere 60 pounds. His body had stopped growing, which one doctor described as psychological dwarfism. Iqbal also suffered from kidney problems, a curved spine, bronchial infections, and arthritis. Many say that he shuffled his feet when he walked because of pain. In many ways, Iqbal was made into an adult when he was sent to work as a carpet weaver. But he was not really an adult. He lost his childhood, but not his youth. When he went to the U.S. to receive the Reebok Human Rights Award, Iqbal loved watching cartoons, especially Bugs Bunny. Once in a while, he also had a chance to play some computer games while in the U.S. A Life Cut Short Iqbals growing popularity and influence caused him to receive numerous death threats. Focused on helping other children become free, Iqbal ignored the letters. On Sunday, April 16, 1995, Iqbal spent the day visiting his family for Easter. After spending some time with his mother and siblings, he headed over to visit his uncle. Meeting up with two of his cousins, the three boys rode a bike to his uncles field to bring his uncle some dinner. On the way, the boys stumbled upon someone who shot at them with a shotgun. Iqbal died immediately. One of his cousins was shot in the arm; the other wasnt hit. How and why Iqbal was killed remains a mystery. The original story was that the boys stumbled upon a local farmer who was in a compromising position with a neighbors donkey. Frightened and perhaps high on drugs, the man shot at the boys, not intending to specifically kill Iqbal. Most people do not believe this story. Rather, they believe that leaders of the carpet industry disliked the influence Iqbal was having and ordered him murdered. As of yet, there is no proof that this was the case. On April 17, 1995, Iqbal was buried. There were approximately 800 mourners in attendance. *The problem of bonded child labor continues today. Millions of children, especially in Pakistan and India, work in factories to make carpets, mud bricks, beedis (cigarettes), jewelry, and clothing—all with similar horrific conditions as Iqbal experienced.

Psychological Trauma And Behavior Of The Cold Blood By...

Psychological Trauma and Behavior â€Å"In 1990, a landmark case went to trial in Redwood City, California. The defendant, George Franklin, Sr., 51 years old, stood trial for a murder that had occurred more than 20 years earlier. The victim, 8-year-old (Susan Kay Nason, was murdered on September 22, 1969). Franklin s daughter, Eileen, only 8 years old herself at the time of the murder, provided the major evidence against her father. What was unusual about the case is that Eileen s memory of witnessing the murder had been repressed for more than 20 years (The Reality).† After psychological trauma, repressed memories can occur. Psychological trauma is the individual experience in which an event occurs that causes an individual to be†¦show more content†¦Also stemming from trauma is Depression. Many symptoms related with this illness cause behavioral changes. Changes with appetite and sleep can be prominent. Other symptoms include angry outbursts, trouble concentrating, and lack of interest. Angry outbur sts for example can majorly affect someone’s behavior through inciting irritability over even the smallest matters (Depression). Borderline Personality Disorder symptoms include repeated efforts to avoid family and friend abandonment, relationships that quickly and repeatedly move from one extreme to the other, impulsive and dangerous behaviors, and extreme unmanageable anger. BPD usually results from trauma such as physical or sexual abuse and neglect. Overall, psychological trauma can result in mental illnesses that affect behavior. Similar to mental illnesses, psychopathic tendencies can be another result of psychological trauma. There are criteria such as the inability to feel guilt, lack of empathy, antisocial behavior, and being unable to learn from experience. Psychopaths normally display charismatic and manipulative behavior in order to get what they want (Childhood). Rachael S. Fullam, Shane McKie, and Mairead C. Dolan researched psychopathic traits and found the following, â€Å"Mean response times were greater for the lie than truth condition. Lie responses resulted in enhanced activation of the ventrolateral prefrontal cortex. The PPIShow MoreRelatedCold Blood By Truman Capote1332 Words   |  6 Pages In Cold Blood by Truman Capote suggests criminals deserve careful analysis, an unpopular opinion; he refers to the lives of two characters, dreams shattered, suffering from the same fate. Through the investigation of a detective bureau and the author s interpretation, the perpetrators symbolize a bigg er picture. Although the details of the crime convey Perry as a cold-blooded murderer, Capote illustrates Perry as a victim of his childhood by emphasizing his insecurities and fears. Capote highlights

Anger Management Single Subject Design - 1351 Words

Anger Management: Single Subject Design The client is a 14-year-old Hispanic female in a residential substance abuse treatment rehabilitation center. The client participated in Cognitive Behavioral Therapy anger management group. The client was admitted to the residential program in July of 2016 for her cannabis use. She was referred by Drug Court due to her failure to comply with the program rules. The client has a past of domestic violence and defiant behavior towards her mother and not abiding by curfew. The treatment goal is for the client to learn effective ways to manage her anger. The primary goal is for the client to identify strategies and techniques that will allow her to deal with her anger and to recognize events and cues that can trigger her anger to intensify. Another goal is for the client to analyze family patterns and how her family dealt with anger and other emotions and how past interactions can impact her current thoughts, feelings and behaviors. By identifying strategies and recognizing cues and past patterns the client will be able to focus on managing her anger and using effective techniques in order to reduce her anger. Literature review Utilizing strategies and techniques to effectively manage anger can be difficult, the lack of anger management can result in serious consequences. The literature suggest that problems related to anger and aggression can cause difficulty in many areas of life. In addition, it can cause impaired functionality forShow MoreRelatedChild Adolescent Population And Developmentally Impaired Persons Essay1747 Words   |  7 Pagessynthesis, analyzes the use of RS within the developmental disabled. According to Gaskin, Mcvilly McGillivray (2013) there is insufficient evidence that explores these practices among this population. There is also not enough evidence for aggression management measures and training in de-escalation procedures. 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Research Problem and Purpose Logically placed, the research problem is clearly and concisely stated within the first paragraph of the article. Citing statistical information from the American Heart Association which noted over 50 million AmericansRead MoreThe Ethical Dilemmas That Arises From The Employer1604 Words   |  7 Pagesbetween individuals. According to the recent surveys have found that almost every employer monitor their employees. Around two-thirds of employers monitor their employees’ web site visits in order to prevent inappropriate surfing according to American Management Association (AMA). And 65% use software to block connections to web sites deemed off limits for employees. This is a 27% increase since 2001 when the survey was first conducted. Employers are motivated by concern over litigation and the increasingRead MoreLears Relinquishment of Power in Shakespeares King Lear1474 Words   |  6 PagesShakespeares King Lear King Lear is an actor who can only play the king. 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Ethical Dilemmas in Nursing for Social Injustice - MyAssignmenthelp

Question: Discuss about theEthical Dilemmas in Nursing for Social Injustice. Answer: Introduction The Ethics is the essential section of the core foundation of the nursing practice. The nursing role has got a clear history for its concern on the ill, the injured, the vulnerable and against the social injustice. All these concerns got embodied in the dire offering of nursing to the individuals and the immediate community. Usually, nursing incorporates the prevention of sickness, the ending of patient suffering, patient protection and the restoration of the patients health. The ethical conflict arises amongst the nurse and other health professionals or with the family members or the patients(McLean, 2016). In the case study of Patrick Le, just an infant of eighteen months only, two ethical dilemmas develop concerning his admission to the small community hospital instead of being at the tertiary hospital to continue receiving the nursing care. Following the case scenario of the infant, the nurse on duty is against the transfer of the child to the ward and insist that the baby should get taken back to the tertiary hospital, but the emergency physician and the pediatric registrar insists that he should remain at the word(Jonsen, Siegler, Winslade, 2015). Out of the case study, in the essay, I would discuss on the two ethical conflicts, the moral theory applicable, the professional code of conduct and ethics, and the national and international charter. The Ethical Conflicts In the case scenario which involves an infant, Patrick Le, his mother, nurse on duty, the emergency physician and the pediatric registrar, there emerge disagreements regarding the patients transfer. An ethical conflict of the patient consent versus the professional duty of care develops. The patients mother, Sally, had asked the paramedics to take her child direct to the tertiary hospital but they declined, stating that they got a direction to take the infant to the nearest hospital(Hemberg, Nyman, Hemberg, 2017). In this situation, the patient consent got not observed since the babys mother had given an okay for her child to receive treatment at the tertiary hospital but all that happened was contrary to her decision. The infants mother had given informed consent for the child to continue receiving nursing care at the tertiary hospital but the paramedics did the contrary by objecting the decision and taking the baby to the closest community hospital. On admitting the child, the diagnosis got done without the patients consent. The emergency physician and the pediatric registrar hurriedly attended the child without having time to consult her mother about the childs medical history(Pera, 2011). The paramedics who had gone to pick the child were professionally insulted since they were not given an opportunity to make any other decision regarding the patient but were to follow the instructions. It got clearly shown that the paramedics would not make any other decision regarding where to drop the patient for admission. The paramedics were denied the right to make their decisions but to solely rely on the instructions from the top management, and this resulted to the dilemma. Similarly, the conflict arose when the nurse on duty decided to hit on the truth after doing the nursing assessment on the infant. During the patients records assessment, the nurse discovered that the infant had a very long medical history which had not been exposed by her mother. The medical history shed light that the patient had earlier on received admission at the tertiary hospital and was on receiving nursing care(Herring, 2014). This made the nurse on duty in the community to raise objections and sought that the patient gets transferred immediately to the tertiary before his condition deteriorates. In the process of the nurse telling the truth about the patients medical history, she forgot the nursing practice standards and exposed the confidential information of the patient. The release of the patients privacy and sensitive information is against the professional code of conduct, and, the nursing and midwifery board of Australia nursing practice standards. As a nurse, she/he was first to offer the necessary nursing care services then privately discuss the matter with the appropriate professionals but not to disagree before the patient's mother publicly(Cook, Mavroudis, Jacobs, Mavroudis, 2015). Such an act totally showed that the nurse had a quite little concern on the patient though what she/he fought for was appropriate for the patient. According to the community nurse, he/she made the right decision though she/he told the truth using inappropriate means. Regardless of the matter of facts brought forward by the nurse on duty, the emergency physician and the pediatric registrar were reluctant to absorb it and instead chose to ignore. The paramedics declined to have the infant transferred since they also felt that they have a duty to care for the child as the health providers medically. Their decision was entirely contradictory to the nurses decision based on the medical history of the patient(Doherty Purtilo, 2015). It was outright wrong to offer nursing care to a patient who had initially not completed the care he was receiving in another hospital. Such raised more concerns to the nurse as to why the infant did not continue receiving the nursing care at the tertiary hospital. The nurse remained firm with the facts until the truth got viewed by the childs mother. The mother showed some sense in the nurses objections and made a decision out of the fact brought forward by the nurse, and she chose to the take her child to the tertiary ho spital. The step adopted by the infants mother seemed to solve the truth-telling versus the confidentiality conflict amongst the nurse and the paramedics. Ethical Theory For the health care providers, the moral ethics employed for the primary practice underscores the key sections of the ethics difficulty vital towards their practice and results in the crucial morally remedy creation as per the principles of the ethical values involved. There exist four broad classes of the moral theory which incorporates the deontology, the utilitarianism, the rights, and the virtue-based ethics. In the case study, the deontology theory would apply well(Beauchamp, 2016). The deontological category of moral values expresses that individuals ought to hold fast to their commitments and obligations when occupied with necessary leadership when morals are in play. Such indicates that a health care provider should commit him/herself to the duties assigned to him/her in assisting the patient or giving back to the immediate community. For example, the deontologist would opt to remain truthful in performing his/her duties. The health care provider that clings to the deontological assumptions would create an exceptionally predictable informed decision because it shall get based on the formulated objectives. In the case scenario, it gets evident that the community nurse declines to take on the duty of another nurse and maintained that the infant should get transferred to the tertiary hospital to continue receiving the nursing care(Kerkoff Hanson, 2015). The nurse believed that it was wrong for her/him to caring for the patient after discovering from the patients medical that the infant care was under someone initially. The nurse stood by the truth and objected since she understood the dire consequences that would arise if the patients health condition deteriorates more than when she was in the tertiary(Rincon Lee, 2015). Although, the nurse had a duty to play in caring for the child the nursing standards and profes sional code of conduct fail to honor admissions that do not follow the right channel like having a referral. Human Dignity and Human Rights Based on the moral codes, the human dignity serves both as a duty and as the human right. The human dignity refers to the due respect that an individual gets accorded and treated as a very special person. It should get well understood that the respect for the human dignity happens to be a necessity for both patients and all the other people(Varcoe, Browne, Cender, 2014). The human dignity is equally a significant aspect that the nurses should consider during the provision of quality nursing care. The delivery of dignity in the health facilities incorporates respect, the compassion, and the sensitivity aspects. In the case study, it seems that the patients dignity gets lowered through the actions of the nurse. At first, the emergency department responds appropriately and fast but later on the nurse worsens things. On discovery that the infant was still under the nursing care of the tertiary hospital, the nurse fails to show any compassion and feeling for the pain that the child would be going but just withdrew her/his services(Organization, 2014). Upon withdrawal of the nursing care to the patient, the nurse stood firm that the patient should get transferred to the tertiary hospital to continue receiving care. In this case, the infant gets denied the right to the access of quality health care services as it gets outlined in the national and the international charters. The Principles of Beneficence, Non-maleficence, Respect for the Patient Autonomy and Social Justice Beneficence involves the action that gets done with the aim of benefiting other people. In the case study, the emergency physician and the pediatric registrar plays their role so as to help the infant but the nurse does the contrary to the principle. The emergency physicians are relied upon to forgo bringing about damage, yet they likewise have a commitment to assist their patients(Spratt, et al., 2015). The ethicists regularly differentiate between the obligatory and the ideal beneficence. The typical value contains extraordinary demonstrations of liberality or endeavors to profit others on every single conceivable event. The principle of non-maleficence requires that the doctors should avoid doing more harm to the patients but instead offer effective treatment without malice practice. As per the case study, the infant fails to get the efficient care from the nurse even after getting admission and undergoing diagnosis. According to this rule, such an act by the nurse seems unfair and not credible though the nurse was subject to the nursing standards of practice(Johnstone Hutchinson, 2015). The nursing rules would not allow her/him to care for a patient who still receives care at another hospital without referral to guarantee permission. Specialists may choose not to offer effective treatment to their clients since for such treatments that have doubts in would lead to hazardous effect. What's more, the emergency physicians and the pediatric registrar in the case scenario involving Patrick Le, they should not hurriedly offer medication without having a consideration on the pharmacological outcome. The principle of the respect for the patient autonomy does not mostly apply in the case study given that the client is very young unable to speak out his mind(Furrow, Greanev, Johnson, Jost, Schwartz, 2014). Furthermore, the tribunals for justice would require that the infant receives the necessary care if possible anywhere regardless of the medical history. National and International Charters The laws enacted both in the national and the international levels all outlines clearly that any person has the guarantee to better health care regardless of the age, race, industrial classification or any other form of discrimination(Moaddab, et al., 2015). In the case study, the laws for the provision of health care to all gets conflicted in that the infant gets denied the right to better nursing care. Conclusion Following the above discussion on Patrick Les case, it is evident that the healthcare provision standards needs to be adhered to strictly. The infant was to receive the equality nursing care as per the national and international charters provision for the right to quality care, but there existed a contradiction in which health facility was responsible. The nurse exposes the privacy and the confidential medical information of the patient and uses it to hit hard on the truth of the matter seeking the transfer of the infant to the tertiary hospital. In the case study, there erupt ethical conflicts amongst the paramedics, nurse, and Sally. Some of the ethical issues include the truth-telling versus the confidentiality and the patient consent versus the professional duty of care. The deontology applies in the circumstantial case as the ethical theory. Finally, there are principles of beneficence, non-maleficence, and social justice applicable in the case scenario. References McLean, S. A. (Ed.). (2016).First do no harm: Law, ethics and healthcare. Routledge. Hemberg, J., Nyman, H., Hemberg, H. (2017). A vision of ethics in efficient occupational healthcare.Nursing Ethics, 0969733016689817.. Pera, S. A. (2011).Ethics in healthcare. Juta and Company Ltd. Herring, J. (2014).Medical law and ethics. Oxford University Press, USA. Cook, T., Mavroudis, C. D., Jacobs, J. P., Mavroudis, C. (2015). Respect for patient autonomy as a medical virtue.Cardiology in the Young,25(08), 1615-1620. Doherty, R. F., Purtilo, R. B. (2015).Ethical dimensions in the health professions. Elsevier Health Sciences. Beauchamp, T. L. (2016). Principlism in Bioethics. InBioethical Decision Making and Argumentation(pp. 1-16). Springer International Publishing. Kerkhoff, T. R., Hanson, S. L. (2015). Applied ethics: Have we lost a crucial opportunity?. Varcoe, C., Browne, A., Cender, L. (2014). Promoting social justice and equity by practicing nursing to address structural inequities and structural violence.Philosophies and practices of emancipatory nursing: Social justice as praxis,11, 266-284. World Health Organization. (2014). Health in all policies: Helsinki statement. Framework for country action. Spratt, T., Nett, J., Bromfield, L., Hietamki, J., Kindler, H., Ponnert, L. (2015). Child protection in Europe: Development of an international cross-comparison model to inform national policies and practices.The British Journal of Social Work,45(5), 1508-1525. Johnstone, M. J., Hutchinson, A. (2015). Moral distresstime to abandon a flawed nursing construct?Nursing ethics,22(1), 5-14. Furrow, B., Greaney, T., Johnson, S., Jost, T., Schwartz, R. (2014).Health law. West Academic. Moaddab, A., McCullough, L. B., Chervenak, F. A., Fox, K. A., Aagaard, K. M., Salmanian, B., ... Shamshirsaz, A. A. (2015). Health care justice and its implications for current policy of a mandatory waiting period for elective tubal sterilization.American journal of obstetrics and gynecology,212(6), 736-739. Rincon, F., Lee, K. (2015). Ethical considerations in consenting critically ill patients for bedside clinical care and research.Journal of intensive care medicine,30(3), 141-150. Jonsen, A. R., Siegler, M., Winslade, W. J. (2015).Clinical Ethics: A Practical Approach to Ethical Decisions in Clinical Medicine, 8E. McGraw Hill Professional.

Merloni Case Essay Example

Merloni Case Essay Elettrodomestici SpA is an Italian company based in Fabriano and is one of Europe’s biggest makers of home appliances. In February 2005, Merloni Elettrodomestici was renamed Indesit Company, Indesit being the best known of the Group’s brands outside Italy. The Company was also operating under its â€Å"historic† brand, Ariston, and the regional brands Hotpoint, Scholtes and Stinol. During the perio from 1984 to 1986, Merloni undertook a number of initiatives to improve efficiency in inventory control and logistics. One such initiative was the transit point experiment where in the Milano region, regional distribution centre was eliminated in favour of tranit points which held zero inventory. The following is an analysis of the Transit Point Experiment conducted by Merloni: Cost saving in terms of infrastructure cost of regional warehouses and their maintenance. The company would require lesser amounts of overall inventory to be maintained. As regional warehouses would be closed there would be lesser labor requirements. Transit Point methodology works similar to JIT where-in the required amount of goods are shipped at the required time. Since it works more on the Pull from the customer and due to elimination of regional warehouses, the effect of bullwhip should be lower. Because the regional warehouses will be eliminated, the capacity storage of the central warehouses should be expanded to meet the requirements of the extra Cycle inventory. This would come as an additional cost to the company. Intensive planning of daily shipment should be done. It is not only required to calculate the exact amount of goods to be shipped but also the arrangement of the goods (to eliminate time in loading/unloading activities). We will write a custom essay sample on Merloni Case specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Merloni Case specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Merloni Case specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Because of this intensive planning more skilled administration staff would be required. If the customer does not order wihin 3pm, the delivery of the product would happen only after the second day. This can lower customer satisfaction. Since no inventory is maintained in near-by locations (as all goods come from central warehouse) if there is any excess demand or out of stock condition (for retailers), the goods will have to be fetched from central warehouse which would take a lot of time. This can lead to loss of goodwill with retailers especially those serving the rural markets. Demand variability is not easily supported by employing Transit Point methodology. If there is an urgent demand for goods in excess of truckload capacity then it can lead to huge additional cost. Another important point which is not mentioned in the case is the importance of the transportation medium. If any of the vehicles breaks-down it could lead to huge delays and pile up of demand. Merloni needs to keep some extra vehicle for a backup. It also needs to maintain the vehicles in good condition. The cost of this has not been accounted for. Since the experiment was carried out only in Milano a relatively smaller numbers of trucks (1 Trailer truck and 3 Small trucks) were required. If the Transit Point methodology is applied through-out Italy, Merloni will need to build up infrastructure and teams to coordinate the the movement of trucks and their transactions. In Merloni, it is the responsibility of the warehouse manager to manage and develop the customer relationship. If the warehouses are eliminated Merloni would still need additional office space for the warehouse managers who also act as Customer Relationship Managers. Another important question is where would Merloni keep the spare parts required for its service personnel. If these too are kept at the central warehouse it could lead to delay thus have a negative impact on the quality of service. The Merloni experiment was conducted when the weather was good. If the weather is bad near the central warehouse but alright in other areas where there is demand, then it can lead to delays. The cost of such delays would be large as Merloni would have to use extra vehicles to ensure the earliest delivery of all the goods once the weather becomes good. Quantitative Analysis: Now we shall look at a quantitative analysis of cost incurred by the company before and after using Transit Point methodology. The case is for region of Roma (information as per exhibit 10). (Ax) would represent cost incurred by using Pre-Transit Point methodology and (Bx) would denote cost incurred by using Transit Point methodology. Calculate the Average Volume/Month at the Regional Distribution Centre (RDC) in Roma. Assuming 20 working days in a month. Average daily demand served from regional warehouse = 154. 8 pieces Average Volume/Month = Average daily demand x No of working days = 154. 8 x 20 = 3096 pieces. Operating Cost at RDC From exhibit 10 of the case it can be seen that the operating cost at Roma is 3605 Lire/Piece/Month Average inventory levels at RDC = 1200 pieces (from Exhibit 8a) Total Operating Cost/Month at Roma RDC = Operating Cost/Piece/Month x Avg Inventory = 3605 x 1200 = 4326000 Lire Therefore, Operating Cost per piece sold = Total operating cost / No of pieces sold = 4326000 / 3096 = 1397. 28 Lire (A1) As per the case, by using Transit Point methodology the Operating Cost has reduced to 20%. Therefore, New Operating Cost per piece sold = 20 % of original Total Operating Cost = 0. 20 x 1397. 28 = 279. 5 Lire -(B1) Inventory Cost at RDC From exhibit 10 of the case it can be seen that the inventory cost at Roma is 1035 Lire/Piece/Month. Total Inventory Cost / Month = Invetory Cost/Piece/Month x Avg Inventory = 1035 x 1200 = 1242000 Lire Inventory cost per piece sold = Total inventory cost / No of pieces sold = 1242000 / 3096 = 401. 16 Lire. (A2) Using the Transit Point methodology, zero inventory is maintained. Therefore, Inventory cost per piece sold = 0 Lire (B2) Short Haul Transportation Cost The short haul transportation cost is the cost of transporting goods from regional warehouse or transit point to retailers. This cost would be common for both pre and during Transit Point methodoly usage period Short Haul Transportation cost = 4300 Lire/Piece (A3),(B3) Long Haul Transportation Cost is the cost of transporting goods from the central warehouse to the regional warehouse or transit point. During the pre Transit Point period goods were transported from the central warehouse to the regional warehouses using trailer trucks. Total number of pieces to be shipped per month = 3096 pieces Capacity of one trailer truck = 120 pieces Therefore, Number of trailer trucks required = Total quantity / Capacity of trailer truck = 3096 / 120 25. 8 trucks Distance between Roma and Fabriano = 165 Km approx. (source: http://www. distance-calculator. co. uk/distance-from-fabriano-to-rome. htm) From Exhibit 11, Cost of using a trailer truck for transport upto 165 Km = 0. 36 Million Lire Therefore, Total transporation cost = Cost/Truck x No of trailer trucks = 360000 x 25. 8 = 9288000 Lire Transportation cost per p iece sold = Total transportation cost / No of pieces sold = 9288000 / 3096 = 3000 Lire (A4) In Transit Point methodology both trailer truck and smaller trucks can be used depending upon the lot size. Since the average daily demand is 154. pieces, a minimum of one trailer truck will have to be used every day. i. e. Total volume of goods carried by trailer trucks/month = No of trailer truck in a month x Volume carried by 1 trailer truck = 20 x 120 = 2400 pieces The remaining amount would be carried by smaller trucks. Volume to be carried by smaller trucks = 3096 -2400 = 696 pieces. Therefore, No of smaller trucks required per month = Volume carried by smaller trucks / Capacity of smaller truck = 696 / 45 = 16 trucks This means that in addition to trailer truck a smaller truck also needs to be done for 4 days in every week. From Exhibit 11, Cost of using a smaller truck for transport upto 165 Km = 0. 2 Million Lire Total transportation cost = (Cost / Trailer truck x No of trailer trucks) + (Cost / Small truck x No of smaller trucks) = (360000 x 20) + (200000 x 16) = 10400000 Lire Transportation cost per piece sold = Total transportation cost / No of pieces sold = 10400000 / 3096 = 3359. 17 Lire -(B4) Inventory cost at central warehouse Because the regional warehouses are going to be removed, some amounts of inventory will be moved to the central warehouse. Total inventory level at all 17 regional warehouses = 14330 pieces Assuming 50% of this is Cycle Stock and the remaining Safety Stock, the Cycle Stock (= 7165) will be moved to the central warehouse. Average Safety stock = 7165 / 17 = 421 pieces. Safety stock required at central warehouse as per Risk Pooling = 421 x v17 = 1735 pieces. Therefore, additional stock required at central warehouse = Safety stock + Cycle stock = 1735 + 7165 = 8900 pieces. Assuming inventory cost as those prevailing in Roma, the extra inventory cost at central warehouse = 8900 x 1035 = 9211500 Lire Additional inventory cost/month/piece sold = 9211500/(20*3096) = 148. 76 Lire -(B5) Therefore, Total Cost incurred by the company before deploying Transit Point methodology = (A1) + (A2) + (A3) + (A4) = 1397. 28 + 401. 16 + 4300 + 3000 = 9098. 44 Lire Total Cost incurred by the company by deploying Transit Point methodology = (B1) + (B2) + (B3) + (B4) + (B5) = 279. 45 + 0 + 4300 + 3359. 17 + 148. 76 = 8087. 38 Lire Therefore by using Transit Point methodology, Merloni has saved 1011. 06 Lire. Now taking this Transit point experiment to India, we can make the following observations Geography – The geography of India is different from Italy. India is equally wide in North- South and East – West directions. The approximate width is ~3500Kms. This is very high compared to Italy. The towns and cities are farther apart compared to Italy. For a product like home appliances (refrigerator , washing machine , dish washer etc) the market is still in towns and cities in India. The road conditions are also not that good. This means the transportation time between cities will be more compared to Italy. Another point to consider is the demand in a town; this may not be enough to meet a truck load of products. Company will have to find a way to store the excess products which is not being supplied. See exhibit1 for details. Infrastructure Another option we can consider is to have a transit point method for big cities like Mumbai, New Delhi, and Bangalore etc. We can have a transit point set up in outskirts of city and we can have small trucks to distribute units to retailers. This will help to free up or reduce the storage space in ware house in each city. But this again will depend on where you have the center ware house located and will be applicable only if ware house is in a day’s drive from the city. Also we can try this in states like Kerala where the towns are closer by. But even though this frees up inventory storage space, company may still have to have a small space to store items which don’t get distributed or collected the same day. As given in Merloni case we will not be able to leave products in alley or plan to keep in sales office as space is a big constraint. As in Merloni case we may not be able to reuse the storage space for an exhibition house in the case of India, as the storage location is located in outskirts of city in most places. The market segment for home appliances is the people who stay in the city limits and will be reluctant to travel so much for buying a home appliance. Transportation – The fuel price costs and spare parts costs will contribute to the transportation cost and will drive it higher. This in turn will result in a higher transportation cost per unit and will eat into the margins. This will be significant in case of a transit point experiment since the delivery is made per day. Another concern is the quality of service – timely delivery and state of goods delivered. The time of delivery is very critical in the case of a transit point plan. The delivery to the hub should reach on time to ensure the timely delivery of goods to retailers. With the poor condition of roads and lack of service/repair support along the way, there is a significant risk associated with timely delivery. If a truck breaks down, it is definitely going to add half a day delay to the delivery. Inventory – As explained in Infrastructure section, the transit point plan will help to reduce inventory held in big cities and move the same to central ware house location. This again may help ompany to close down its own Storage location in cities and use private/public warehouse option for the storage of minimal inventory in cities. Customer Service With the transit point plan, the timely delivery of goods in big cities will improve. This will make the retailers in this area happy. But if we try to implement this pan India, it will result in poor delivery times and dissatisfa ction. The reasons for this are given above. Labor amp; Cost – There may not be any significant reduction in labor expenses, as company may have to get new systems in place to support the transit point plan for big cities. This will kind of compensate for the reduction in storage space cost we are getting in cities. Again we will also need people to take care of the transit point plan execution in big cities. Recommendation Based on the above analysis, below given are the recommendations to implement a transit point plan in India. Implement this plan only in big cities like Bangalore, New Delhi, Mumbai, Chennai ,Kolkata, Kerala etc. We can try out this experiment first in a big city like Mumbai and get learning’s from there to improve the system and then fan it out to other cities. Another option to make this work is to have multiple large ware houses spread across the country so that every major city is located at a distance of 300-400Kms from the ware house. From this point we can try to run trucks to cities and do a delivery of products to retailers in the city and nearby areas in a 12Hr time frame. For e. g. We can collect distribution data from Tier II big cities like Ahmadabad , Bhopal , Allahabad ,etc. over a period of time and see if it any of the cities have enough demand to meet a truck load. We can also include the close by towns for this calculation. Based on this we can run a transit point distribution around those cities. See exhibit 2. The transit point plan will work well for a manufacturing line where the demand is more fixed than a home appliance store. This will work well as the factory have a well defined schedule on what products will be running in which Assy lines and for how long. In the case of a home appliance store the demand is driven high by a number of local factors like local holidays, local festivals, bonus pay out etc. For a diverse country like India these factors vary widely. A local festival is more limited to a local city or a town and may not be even applicable for the entire state. This makes it more difficult to forecast and plan. On a big picture the transit point plan in this format cannot be implemented pan India as it will result in delayed deliveries and low satisfaction levels. The poor infrastructure, widely spread cities, diverse culture and quality of transportation service – all act as variables and makes forecast difficult and can cause a failure in the plan. Exhibit 1 Let us consider a case where the central ware house is located in Bhopal. The approximate distance to close by cities like is as given below. 1. Bhopal – Ahmadabad – 500Kms 2. Bhopal – Allehabad – 500kms 3. Bhopal – New Delhi 700kms 4. Bhopal Patna – 700kms In Indian road conditions we cannot expect a truck to cover more than 400Kms during night and to add to it there will be delays in check posts , for having dinner , traffic blocks etc. More issues will be there in rainy season amp; winter. Hence it is clear that with a central ware house in Bhopal we will not be able to make a delivery to these cities on time. Exhibit 2 We can have ware house in Ahmadabad and use it to meet the demands of close by cities like Vadodara, Surat, and Gandhi Nagar etc. 1. Ahmadabad to Vadodara – 100Kms 2. Ahmadabad to Surat – 300kms 3. Ahmadabad to Gandhi Nagar 70kms 4. Ahmadabad to Udaipur – 250kms. But before implementing this we need to do an ROI calculation to see whether this is viable or not. Need an essay? You can  buy essay help  from us today! Read more:  http://www. ukessays. com/essays/economics/case-analysis-on-merloni-elettrodomestici-spa-economics-essay. php#ixzz2b1VHlgpp Merloni Case Essay Example Merloni Case Essay Elettrodomestici SpA is an Italian company based in Fabriano and is one of Europe’s biggest makers of home appliances. In February 2005, Merloni Elettrodomestici was renamed Indesit Company, Indesit being the best known of the Group’s brands outside Italy. The Company was also operating under its â€Å"historic† brand, Ariston, and the regional brands Hotpoint, Scholtes and Stinol. During the perio from 1984 to 1986, Merloni undertook a number of initiatives to improve efficiency in inventory control and logistics. One such initiative was the transit point experiment where in the Milano region, regional distribution centre was eliminated in favour of tranit points which held zero inventory. The following is an analysis of the Transit Point Experiment conducted by Merloni: Cost saving in terms of infrastructure cost of regional warehouses and their maintenance. The company would require lesser amounts of overall inventory to be maintained. As regional warehouses would be closed there would be lesser labor requirements. Transit Point methodology works similar to JIT where-in the required amount of goods are shipped at the required time. Since it works more on the Pull from the customer and due to elimination of regional warehouses, the effect of bullwhip should be lower. Because the regional warehouses will be eliminated, the capacity storage of the central warehouses should be expanded to meet the requirements of the extra Cycle inventory. This would come as an additional cost to the company. Intensive planning of daily shipment should be done. It is not only required to calculate the exact amount of goods to be shipped but also the arrangement of the goods (to eliminate time in loading/unloading activities). We will write a custom essay sample on Merloni Case specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Merloni Case specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Merloni Case specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Because of this intensive planning more skilled administration staff would be required. If the customer does not order wihin 3pm, the delivery of the product would happen only after the second day. This can lower customer satisfaction. Since no inventory is maintained in near-by locations (as all goods come from central warehouse) if there is any excess demand or out of stock condition (for retailers), the goods will have to be fetched from central warehouse which would take a lot of time. This can lead to loss of goodwill with retailers especially those serving the rural markets. Demand variability is not easily supported by employing Transit Point methodology. If there is an urgent demand for goods in excess of truckload capacity then it can lead to huge additional cost. Another important point which is not mentioned in the case is the importance of the transportation medium. If any of the vehicles breaks-down it could lead to huge delays and pile up of demand. Merloni needs to keep some extra vehicle for a backup. It also needs to maintain the vehicles in good condition. The cost of this has not been accounted for. Since the experiment was carried out only in Milano a relatively smaller numbers of trucks (1 Trailer truck and 3 Small trucks) were required. If the Transit Point methodology is applied through-out Italy, Merloni will need to build up infrastructure and teams to coordinate the the movement of trucks and their transactions. In Merloni, it is the responsibility of the warehouse manager to manage and develop the customer relationship. If the warehouses are eliminated Merloni would still need additional office space for the warehouse managers who also act as Customer Relationship Managers. Another important question is where would Merloni keep the spare parts required for its service personnel. If these too are kept at the central warehouse it could lead to delay thus have a negative impact on the quality of service. The Merloni experiment was conducted when the weather was good. If the weather is bad near the central warehouse but alright in other areas where there is demand, then it can lead to delays. The cost of such delays would be large as Merloni would have to use extra vehicles to ensure the earliest delivery of all the goods once the weather becomes good. Quantitative Analysis: Now we shall look at a quantitative analysis of cost incurred by the company before and after using Transit Point methodology. The case is for region of Roma (information as per exhibit 10). (Ax) would represent cost incurred by using Pre-Transit Point methodology and (Bx) would denote cost incurred by using Transit Point methodology. Calculate the Average Volume/Month at the Regional Distribution Centre (RDC) in Roma. Assuming 20 working days in a month. Average daily demand served from regional warehouse = 154. 8 pieces Average Volume/Month = Average daily demand x No of working days = 154. 8 x 20 = 3096 pieces. Operating Cost at RDC From exhibit 10 of the case it can be seen that the operating cost at Roma is 3605 Lire/Piece/Month Average inventory levels at RDC = 1200 pieces (from Exhibit 8a) Total Operating Cost/Month at Roma RDC = Operating Cost/Piece/Month x Avg Inventory = 3605 x 1200 = 4326000 Lire Therefore, Operating Cost per piece sold = Total operating cost / No of pieces sold = 4326000 / 3096 = 1397. 28 Lire (A1) As per the case, by using Transit Point methodology the Operating Cost has reduced to 20%. Therefore, New Operating Cost per piece sold = 20 % of original Total Operating Cost = 0. 20 x 1397. 28 = 279. 5 Lire -(B1) Inventory Cost at RDC From exhibit 10 of the case it can be seen that the inventory cost at Roma is 1035 Lire/Piece/Month. Total Inventory Cost / Month = Invetory Cost/Piece/Month x Avg Inventory = 1035 x 1200 = 1242000 Lire Inventory cost per piece sold = Total inventory cost / No of pieces sold = 1242000 / 3096 = 401. 16 Lire. (A2) Using the Transit Point methodology, zero inventory is maintained. Therefore, Inventory cost per piece sold = 0 Lire (B2) Short Haul Transportation Cost The short haul transportation cost is the cost of transporting goods from regional warehouse or transit point to retailers. This cost would be common for both pre and during Transit Point methodoly usage period Short Haul Transportation cost = 4300 Lire/Piece (A3),(B3) Long Haul Transportation Cost is the cost of transporting goods from the central warehouse to the regional warehouse or transit point. During the pre Transit Point period goods were transported from the central warehouse to the regional warehouses using trailer trucks. Total number of pieces to be shipped per month = 3096 pieces Capacity of one trailer truck = 120 pieces Therefore, Number of trailer trucks required = Total quantity / Capacity of trailer truck = 3096 / 120 25. 8 trucks Distance between Roma and Fabriano = 165 Km approx. (source: http://www. distance-calculator. co. uk/distance-from-fabriano-to-rome. htm) From Exhibit 11, Cost of using a trailer truck for transport upto 165 Km = 0. 36 Million Lire Therefore, Total transporation cost = Cost/Truck x No of trailer trucks = 360000 x 25. 8 = 9288000 Lire Transportation cost per p iece sold = Total transportation cost / No of pieces sold = 9288000 / 3096 = 3000 Lire (A4) In Transit Point methodology both trailer truck and smaller trucks can be used depending upon the lot size. Since the average daily demand is 154. pieces, a minimum of one trailer truck will have to be used every day. i. e. Total volume of goods carried by trailer trucks/month = No of trailer truck in a month x Volume carried by 1 trailer truck = 20 x 120 = 2400 pieces The remaining amount would be carried by smaller trucks. Volume to be carried by smaller trucks = 3096 -2400 = 696 pieces. Therefore, No of smaller trucks required per month = Volume carried by smaller trucks / Capacity of smaller truck = 696 / 45 = 16 trucks This means that in addition to trailer truck a smaller truck also needs to be done for 4 days in every week. From Exhibit 11, Cost of using a smaller truck for transport upto 165 Km = 0. 2 Million Lire Total transportation cost = (Cost / Trailer truck x No of trailer trucks) + (Cost / Small truck x No of smaller trucks) = (360000 x 20) + (200000 x 16) = 10400000 Lire Transportation cost per piece sold = Total transportation cost / No of pieces sold = 10400000 / 3096 = 3359. 17 Lire -(B4) Inventory cost at central warehouse Because the regional warehouses are going to be removed, some amounts of inventory will be moved to the central warehouse. Total inventory level at all 17 regional warehouses = 14330 pieces Assuming 50% of this is Cycle Stock and the remaining Safety Stock, the Cycle Stock (= 7165) will be moved to the central warehouse. Average Safety stock = 7165 / 17 = 421 pieces. Safety stock required at central warehouse as per Risk Pooling = 421 x v17 = 1735 pieces. Therefore, additional stock required at central warehouse = Safety stock + Cycle stock = 1735 + 7165 = 8900 pieces. Assuming inventory cost as those prevailing in Roma, the extra inventory cost at central warehouse = 8900 x 1035 = 9211500 Lire Additional inventory cost/month/piece sold = 9211500/(20*3096) = 148. 76 Lire -(B5) Therefore, Total Cost incurred by the company before deploying Transit Point methodology = (A1) + (A2) + (A3) + (A4) = 1397. 28 + 401. 16 + 4300 + 3000 = 9098. 44 Lire Total Cost incurred by the company by deploying Transit Point methodology = (B1) + (B2) + (B3) + (B4) + (B5) = 279. 45 + 0 + 4300 + 3359. 17 + 148. 76 = 8087. 38 Lire Therefore by using Transit Point methodology, Merloni has saved 1011. 06 Lire. Now taking this Transit point experiment to India, we can make the following observations Geography – The geography of India is different from Italy. India is equally wide in North- South and East – West directions. The approximate width is ~3500Kms. This is very high compared to Italy. The towns and cities are farther apart compared to Italy. For a product like home appliances (refrigerator , washing machine , dish washer etc) the market is still in towns and cities in India. The road conditions are also not that good. This means the transportation time between cities will be more compared to Italy. Another point to consider is the demand in a town; this may not be enough to meet a truck load of products. Company will have to find a way to store the excess products which is not being supplied. See exhibit1 for details. Infrastructure Another option we can consider is to have a transit point method for big cities like Mumbai, New Delhi, and Bangalore etc. We can have a transit point set up in outskirts of city and we can have small trucks to distribute units to retailers. This will help to free up or reduce the storage space in ware house in each city. But this again will depend on where you have the center ware house located and will be applicable only if ware house is in a day’s drive from the city. Also we can try this in states like Kerala where the towns are closer by. But even though this frees up inventory storage space, company may still have to have a small space to store items which don’t get distributed or collected the same day. As given in Merloni case we will not be able to leave products in alley or plan to keep in sales office as space is a big constraint. As in Merloni case we may not be able to reuse the storage space for an exhibition house in the case of India, as the storage location is located in outskirts of city in most places. The market segment for home appliances is the people who stay in the city limits and will be reluctant to travel so much for buying a home appliance. Transportation – The fuel price costs and spare parts costs will contribute to the transportation cost and will drive it higher. This in turn will result in a higher transportation cost per unit and will eat into the margins. This will be significant in case of a transit point experiment since the delivery is made per day. Another concern is the quality of service – timely delivery and state of goods delivered. The time of delivery is very critical in the case of a transit point plan. The delivery to the hub should reach on time to ensure the timely delivery of goods to retailers. With the poor condition of roads and lack of service/repair support along the way, there is a significant risk associated with timely delivery. If a truck breaks down, it is definitely going to add half a day delay to the delivery. Inventory – As explained in Infrastructure section, the transit point plan will help to reduce inventory held in big cities and move the same to central ware house location. This again may help ompany to close down its own Storage location in cities and use private/public warehouse option for the storage of minimal inventory in cities. Customer Service With the transit point plan, the timely delivery of goods in big cities will improve. This will make the retailers in this area happy. But if we try to implement this pan India, it will result in poor delivery times and dissatisfa ction. The reasons for this are given above. Labor amp; Cost – There may not be any significant reduction in labor expenses, as company may have to get new systems in place to support the transit point plan for big cities. This will kind of compensate for the reduction in storage space cost we are getting in cities. Again we will also need people to take care of the transit point plan execution in big cities. Recommendation Based on the above analysis, below given are the recommendations to implement a transit point plan in India. Implement this plan only in big cities like Bangalore, New Delhi, Mumbai, Chennai ,Kolkata, Kerala etc. We can try out this experiment first in a big city like Mumbai and get learning’s from there to improve the system and then fan it out to other cities. Another option to make this work is to have multiple large ware houses spread across the country so that every major city is located at a distance of 300-400Kms from the ware house. From this point we can try to run trucks to cities and do a delivery of products to retailers in the city and nearby areas in a 12Hr time frame. For e. g. We can collect distribution data from Tier II big cities like Ahmadabad , Bhopal , Allahabad ,etc. over a period of time and see if it any of the cities have enough demand to meet a truck load. We can also include the close by towns for this calculation. Based on this we can run a transit point distribution around those cities. See exhibit 2. The transit point plan will work well for a manufacturing line where the demand is more fixed than a home appliance store. This will work well as the factory have a well defined schedule on what products will be running in which Assy lines and for how long. In the case of a home appliance store the demand is driven high by a number of local factors like local holidays, local festivals, bonus pay out etc. For a diverse country like India these factors vary widely. A local festival is more limited to a local city or a town and may not be even applicable for the entire state. This makes it more difficult to forecast and plan. On a big picture the transit point plan in this format cannot be implemented pan India as it will result in delayed deliveries and low satisfaction levels. The poor infrastructure, widely spread cities, diverse culture and quality of transportation service – all act as variables and makes forecast difficult and can cause a failure in the plan. Exhibit 1 Let us consider a case where the central ware house is located in Bhopal. The approximate distance to close by cities like is as given below. 1. Bhopal – Ahmadabad – 500Kms 2. Bhopal – Allehabad – 500kms 3. Bhopal – New Delhi 700kms 4. Bhopal Patna – 700kms In Indian road conditions we cannot expect a truck to cover more than 400Kms during night and to add to it there will be delays in check posts , for having dinner , traffic blocks etc. More issues will be there in rainy season amp; winter. Hence it is clear that with a central ware house in Bhopal we will not be able to make a delivery to these cities on time. Exhibit 2 We can have ware house in Ahmadabad and use it to meet the demands of close by cities like Vadodara, Surat, and Gandhi Nagar etc. 1. Ahmadabad to Vadodara – 100Kms 2. Ahmadabad to Surat – 300kms 3. Ahmadabad to Gandhi Nagar 70kms 4. Ahmadabad to Udaipur – 250kms. But before implementing this we need to do an ROI calculation to see whether this is viable or not. Need an essay? You can  buy essay help  from us today! Read more:  http://www. ukessays. com/essays/economics/case-analysis-on-merloni-elettrodomestici-spa-economics-essay. php#ixzz2b1VHlgpp