Ikea Company Profile - Free Essay Example

Swedish Furniture Giant IKEA Case Study The points of the Porters Diamond are described as four broad attributes. And these attributes promote or impede the creation of competitive advantage. These attributes are: †¢Factor conditions a nations position in factors of production such as skilled labor or the infrastructure necessary to compete in a given industry. †¢Demand conditions the nature of home demand for the industrys product or service. †¢Relating and supporting industries the presence or absence in a nation of supplier industries and related industries those are internationally competitive. Firm strategy, structure, and rivalry the conditions in the nation governing how companies are created, organized, and managed and the nature of domestic rivalry. National Competitive Advantage of IKEA IKEA Group, a Swedish company founded in 1943 with its headquarters in Denmark, is a multinational operator of a chain of stores for home furnishing and furniture. It is the w orlds largest furniture retailer, which specializes, in stylish but inexpensive Scandinavian designed furniture. At the end of 2002 (1 September 2001 31 August 2002), the IKEA Group of Companies had a total of 175 stores in 31 countries. In addition, there were 19 IKEA stores owned and run by franchisees, outside the IKEA Group, in 12 countries. During the IKEA financial year 2001-2002, 323 million people visited our IKEA stores around the world. Factor Conditions of IKEAs National Competitive Advantage IKEAs Heritage - the Swedish Root Its no accident that the IKEA logo is blue and yellow. These are the colours of the Swedish flag. In Sweden, nature and the home both play a big part in peoples lives. In fact, one of the best ways to describe the Swedish home furnishing style is to describe nature full of light and fresh air, yet restrained and unpretentious. In the late 1800s, the artists Carl and Karin Larsson combined classical influences with warmer Swedish folk styles. They created a model of Swedish home furnishing design that today enjoys world-wide renown. In the 1950s the styles of modernism and functionalism developed at the same time as Sweden established a society founded on social equality. The IKEA product range modern but not trendy, functional yet attractive, human-centred and child-friendly carries on these various Swedish home furnishing traditions. Many people associate Sweden with a fresh, healthy way of life. This Swedish lifestyle is reflected in the IKEA product range. The freshness of the open air is reflected in the colours and materials used and the sense of space they create: blond woods, natural textiles and untreated surfaces. In a climate that is cold and dark for much of the year, these light, bright living spaces create the sensation of summer sunshine indoors all year round. The IKEA Concept, like its founder, was born in Smaland. This is a part of southern Sweden where the soil is thin and poor. The people are famous for working hard, living on small means and using their heads to make the best possible use of the limited resources they have. This way of doing things is at the heart of the IKEA approach to keeping prices low. But quality is not compromised for the sake of cost. Sweden has an international reputation for safety and quality you can rely on, and IKEA retailers take pride in offering the right quality in all situations. IKEA was founded when Sweden was fast becoming an example of the caring society, where rich and poor alike were well looked after. This is also a theme that fits well with the IKEA vision. In order to give the many people a better everyday life, IKEA asks the customer to work as a partner. The product range is child-friendly and covers the needs of the whole family, young and old. So together we can create a better everyday life for everyone. Demand Conditions of IKEAs National Competitive Advantage Figures of IKEA Worldwide turnover for all IKEA storesT he turnover for the financial year 2002 (1 September 2001 31 August 2002) was 12 billion Euro (sales tax not included). turnover per region Middle East, Australia, Asia 4 % North America 19 % Europe 77 % purchasing per region Asia 30 % North America 4 % Europe 66 % co-workers per region Middle East, Australia, Asia 3 500 North America 10 000 Europe 62 000 IKEA employs a total of 75 500 co-workers. o- workers per function Range, purchasing/trading, wholesale and others: 8 400 The Swedwood industrial group: 9 600 Retail: 57 500 top five sales countries Germany 20 %United Kingdom 13 %USA 12 %France 9 %Sweden 8 % top five purchasing countries China 15 %Sweden 12 %Poland 10 %Germany 6 %Italy 6 % According to the chart, we can see the turnover of IKEA mainly come from Europe market. The demand is still high in Sweden where IKEA original comes from. The Sweden market still has high sales (8%) and high purchasing (12%). Relating and Supporting Industries of IKEAs National Competitive Ad vantage IKEA Supply Net Worldwide In general, IKEA does not manufacture its own products, but works through a complex network of suppliers around the world. However, in the past few years, IKEA has acquired a number of its own factories, some of which function as training units and set standards for other suppliers for production economy, quality, and environmental awareness. To secure supplies and help suppliers develop, IKEA has launched partnerships as joint owners or financiers in a number of countries including Poland, Slovakia, Russia, Romania, and China In addition to working with around 1,800 different suppliers across the world, IKEA produces many of its own products through sawmills and factories in the IKEA industrial group, Swedwood. Swedwood also has a duty to transfer knowledge to other suppliers, for example by educating them in issues such as efficiency, quality and environmental work. Swedwood has 35 industrial units in 11 countries. Purchasing IKEA has 42 tradin g service offices (TSOs) in 33 countries. Proximity to their suppliers(1,800 of them in 55 countries) is the key to rational, long-term co-operation. Thats why TSO co-workers visit suppliers regularly to monitor production, test new ideas, negotiate prices and carry out quality audits and inspections. TSO staff are also responsible for the important tasks of developing and checking working and social conditions, and environmental work among IKEA suppliers. Distribution The route from supplier to customer must be as direct, cost-effective and environmentally friendly as possible. Flat packs are an important aspect of this work: eliminating wasted space means we can transport and store goods more efficiently. Since efficient distribution plays a key role in the work of creating the low price, goods routing and logistics are a focus for constant development. Now 25 regional distribution centers in 14 countries are responsible for supplying goods to IKEA stores Firm Strategy, Stru cture, and Rivalry of IKEAs National Competitive Advantage The Business Idea of IKEA The IKEA business idea is to offer a wide range of home furnishings with good design and function at prices so low that as many people as possible will be able to afford them. And still have money left! The company targets the customer who is looking for value and is willing to do a little bit of work serving themselves, transporting the items home and assembling the furniture for a better price. The typical Ikea customer is young low to middle income family. The Competition Advantage Strategy of Ikeas product IKEAs success in the retail industry can be attributed to its vast experience in the retail market, product differentiation, and cost leadership. Over all IKEA is doing differentiation and cost leadership. Differentiated because their products are different compared to the conventional ones already in the market. They defy the norms in terms of furniture style. They go with furniture wit h simple design. And they are a cost leader in terms of the price of their products are cheaper compared to other retailers. It is also shown by their company being cost conscious in everything that they do. IKEA Product Differentiation - A Wide Product Range The IKEA product range is wide and versatile in several ways. First, its versatile in function. Because IKRA think customers shouldnt have to run from one small specialty shop to another to furnish their home, IKEA gather plants, living room furnishings, toys, frying pans, whole kitchens i. e. , everything which in a functional way helps to build a home in one place, at IKEA stores. Second, its wide in style. The romantic at heart will find choices just as many as the minimalist at IKEA. But there is one thing IKEA dont have, and that is, the far-out or the over-decorated. They only have what helps build a home that has room for good living. Third, by being coordinated, the range is wide in function and style at the sam e time. No matter which style you prefer, theres an armchair that goes with the bookcase that goes with the new extending table that goes with the armchair. So their range is wide in a variety of ways. Cost Leadership - Low Prices Strategy A wide range with good form and function is only half the story. Affordability has a part to play the largest part. A wide range with good form and function is only half the story. Affordability has a part to play the largest part. A low price is linked to the happiness of inding just what you need for your home. And the joy of being able to own it without having to forsake everything else. Thats why IKEA designers, manufacturers and purchasers spend most of their days finding solutions that result in a low price, then, buy big volumes to make it even lower. And the customers help, too, by choosing the furniture, getting it at the warehouse, transporting it home and assembling it themselves, to keep the price low. IKEAs Global Expansion Strat egy Originally established in the 1940s in Sweden by Ingvar Kamprad, IKEA has grown rapidly in recent years to become one of the worlds largest retailers of home furnishing. In its initial push to expand globally, IKEA largely ignored the retailing rule that international success involves tailoring product lines closely to national tastes and preferences. Instead, IKEA stuck with the vision, articulated by founder Kamprad, that the company should sell a basic product range that is typically Swedish wherever it ventures in the world. The company also remained primarily production oriented; that is, the Swedish management and design group decided what it was going to sell and then presented it to the worldwide publicoften with very little research as to what the public actually wanted. Moreover, the company emphasized its Swedish roots in its international advertising, even going as far to insist on a Swedish blue and while color scheme for its stores. And from the chart above, we can see the top purchasing country of IKEA is China. It is the new big potential market for IKEA expanding globally. National Competitive Advantage of IKEA China Factor Conditions in Developing China As living standards improve in China and the government opens up the property market so interior decoration, design and DIY are becoming popular pastimes in certain key markets. In line with the interest in home decoration and improvement has come a desire for better quality materials. In the 1990s with the emergence of better public housing, improved incomes and raised expectations of households, the market has moved beyond the provision of shelter to the quest to provide pleasant homes tailored to the households needs. The result of this trend has been for the Chinese government to begin to sell-off state housing and create a class of homeowners, primarily in the larger cities but gradually throughout the country. With the future development of a secondary housing market, eve ntually it is envisaged that the Chinese housing market will come to resemble that seen in mature private property markets. Key Facts †¢ Home ownership has been the catalyst behind the home improvements market and has encouraged consumers to engage in DIY and home improvement/ decorating activities. Additionally, this growth in private housing is attracting domestic and foreign retailers such as BQ and IKEA to China. †¢ The market had grown by 106. % since 1994, with the opening up of the housing market, continuing rapid increases in average salaries and consumer spending power and the improved retail supply of goods all contributing to the strong growth. As the market opens, so China is becoming increasingly house-proud while the home improvements industry is becoming an increasingly established part of the Chinese retailing and consumerist landscape. Relating and Supporting Industries in China The Chinese translation of IKEA pronounces Yijia, which literally means suits home. IKEA has a 4 prong strategy for China: setting up commercial offices, opening stores, establishing procurement centres and investing in setting up factories. It is reported that IKEA has invested US$60 million to build Asias biggest furniture market in Shanghai (area 36 000 square metres). The company president is on record as saying the company also plans to set up 2 new stores every year in China. The coastal cities and developed inland cities will be its main focus. Currently the companys commercial office in Chengdu City, Sichuan Province plans to procure furniture valued at yuan 4 million every year. The company also invested US$180 million to build an industrial area in Shanghais Song Jiang and establish IKEAs production base in China. Today furniture companies in China have become IKEAs biggest trading partners and 30% of IKEAs products are made in China. Most of the raw materials also come from China so that product prices are competitive. Demand Conditions of IKEA China The Growing Demand and Strong Sales for IKEA China IKEA has sold US$86 million in products through its own retail outlets by August 26, 2003 in China. This is a new record for the company, and represents 24 percent growth over the same period last year. IKEA has been expanding its retail network, and sourcing more production in China. IKEA won the hearts of Chinese consumers, and the government, by announcing its expansion plans for China in May, during the SARS crisis, when many international businesses were re-examining what they would do. Just as China Business Strategy predicted at the time, Chinas economy and consumers have quickly bounced back from the SARS crisis. IKEAs new Shanghai store has set a record number of shoppers for one day, with 80,000 visitors in one day. Current estimates are that IKEA sources 15 percent of the products sold in its stores from China. It is estimated that by 2005, IKEA will source more than US$1 billion of products from China. IKEAs products have struck a chord with Chinese consumers who like European style furniture at prices they can afford. Firm Strategy, Structure, and Rivalry in China There are many furnishing stores in China, take OBI, ChengWaiCheng as example. These furnishing stores are always good design and function, or low prices. For the most of middle class, they trend to choose the reasonable price and good quality. ChengWaiChens business idea is honest and have the low price meanwhile have good quality. According to the expenditure level of middle class, common people build their home will consider ChengWaiCheng furnishing store firstly. OBI furnishing store is tend to be market niche, only the upper class can afford that price. Build a comfortable home is harder than a luxury one. Some of the product are not pratical and short service life. IKEAs Competition Advantage - low-price strategy Swedish home furnishing producer IKEA said it will maintain its low-price strategy and planned to open ne w stores in China in the new financial year. Prices decreased by about 12 per cent in the past financial year, said IKEA China manager Ian Duffy. Low prices will remain in the coming year to make our products more affordable for IKEAs 8 million customers. Duffy gave an example, a sofa priced at 2,999 yuan (US$363) in 1999 is now sold at 995 yuan (US$121). With more local purchases, lower prices are becoming more possible. China is IKEAs main purchasing market and 15 per cent of all home furniture sold by IKEA is made from materials purchased in China, according to Duffy. Our low price strategy is also a result of a survey conducted among local residents, said Jerome Deloix, IKEA China sales manager. After the survey, we decided we should aim at local families with monthly income of 3,350 yuan (US$405) instead of people in higher income brackets. IKEA will also maintain its aggressive growth strategy in the new financial year. The firm plans to open two new stores, one in Beijing a nd the other one possibly in South Chinas Guangdong Province. Linda Xu, public relations manager of IKEA China, said this could lead to a 50 per cent growth in the companys customer base. Our targeted consumers are those with lower incomes. IKEA China Expanding Strategy - open 10 new stores by 2010 IKEA said it plans to spend $600 million to open 10 new stores in China by 2010, a six fold increase of its China investments. It will expand beyond its current two outlets in Beijing and Shanghai, with a new store in the southeast, most likely in Guangdong, and a second store in the capital to open this year. The expansion is driven by its robust growth in its mainland operations. IKEAs sales in China between September 1, 2002 and August 26, 2003 were 713 million yuan (US$86. million), 24 per cent more than the previous year. The opening of the firms Shanghai store, its biggest in Asia, attracted a record 80,000 visitors within one day. Ikea China manager Ian Duffy said that the company had achieved double-digit growth in sales every year since opening in China in 1999. At the same time, the average price of Ikeas products will be reduced by 10 percent starting Wednesday as the company continues its aggressive strategy of targeting families with 3,350 yuan (408 dollars) income per month. And the number of people who visited IKEAs two stores over the last fiscal year grew by 1. 8 million to 6. 5 million. In conclusion, the worlds largest home-furnishing retailer, Swedens IKEA has been expanding sales all over the world by they national competitive advantage, especial in the increasingly wealthy China. IKEA China main to attract sales as the proportion of Chinas middle class grows. In the not so distant future the size of Chinas domestic furniture market will be as big as the whole Europes.

Essay about Stereotyping of Bend It Like Beckham and Billy...

Stereotyping of Bend It Like Beckham and Billy Elliot Media In this essay I will discuss about the stereotyping of Bend it like Beckham and Billy Elliot and the different cultures. In Bend it like Beckham the mum of the main character doesnt want her to play football because she is a girl and it isnt honourable for the family. She wont let her play football because of this but Jess plays football behind her back. In Billy Elliot, the boy starts to dance and the dad is against boys dancing and says they should be out boxing or playing football. This film was set during the miner strike. In Billy Elliot, there was a lot of stereotyping, mainly towards Billy being a dancer. Billy has an†¦show more content†¦The director uses happy music when Billy dances in front of his dad to make it look like he is fighting against the stereotyping. When Billys brother has a go at the teacher when she says that Billy missed a dance audition, this is stereotyping because the brother has a go at the teacher and says that he would be embarrassed to have a brother that dances and that he doesnt want a gay for a brother. This is stereotyping against dancers and gays, because not all dancers are gay, just because they like dancing and there isnt anything wrong with being gay just as long as u dont try and get other people to join you. During this part of the film, the director uses sad rock type music to show anger from his brother. After this part, Billy starts dancing to release his anger, this type of music is also rock too show that Billy is unhappy. You can also see he is unhappy buy him Trying to climb the wall, which looks like he is trapped in something and trying to get out of it. Billy seems to express himself in dancing during the film and release his feeling about things. Dancing seems to be the only thing Billy has. We also see the stereotyping towards Gays when Billy hits a boy and told him to p*ss off u queer B*stard. This shows that Billy has a violent side to him and is upset here. We also know that Billy isnt somebody who stereotypesShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesLoyalty Is an Outdated Concept 87 Questions for Review 88 Experiential Exercise What Factors Are Most Important to Your Job Satisfaction? 89 Ethical Dilemma Bounty Hunters 89 Case Incident 1 Long Hours, Hundreds of E-Mails, and No Sleep: Does This Sound Like a Satisfying Job? 90 Case Incident 2 Crafting a Better Job 91 4 Emotions and Moods 97 What Are Emotions and Moods? 98 The Basic Emotions 100 †¢ The Basic Moods: Positive and Negative Affect 100 †¢ The Function of Emotions 102 †¢ Sources of

Bipolar Disorder And Its Effects On The Human Mind

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Fertiliser Chemical Industry

Sample details Pages: 9 Words: 2631 Downloads: 8 Date added: 2017/06/26 Category Statistics Essay Did you like this example? 10.13 Fertiliser Fertiliser, a crucial input to the agricultural sector, forms the backbone of the Indian economy. Fertilisers can be classified into chemical fertilisers and organic fertilizers, of which chemical fertilisers are more prominently used in India. These have played a significant role in Indias agricultural success story, by not only fulfilling the total food grains requirements, but also creating an exportable surplus. Chemical fertilisers played a crucial role in the success of Indias green revolution and consequent self-reliance in food-grain production, which in turn gave an impetus to the growth of this sector. Presently India is the third largest producer of fertiliser in the world. The fertiliser industry is also one of the most energy intensive sectors within the Indian economy apart from aluminum, cement, iron steel, glass and paper, as it requires various fuels like natural gas, fuel oil and naphtha, as raw materials for production. Don’t waste time! Our writers will create an original "Fertiliser Chemical Industry | Economics Dissertations" essay for you Create order Industry Size and structure The Indian Fertiliser Industry, under the purview of the Ministry of Chemicals Fertilisers can be segmented on the basis of the various nutrients. Union Ministry of Chemicals and Fertilisers (Department of Fertilisers) Structure of the Indian Fertiliser Industry Potash (K) (Mainly imported) Phosphate (P) Public Private Co-operatives Nitrogen (N) Public Private Co-operatives According to the data released by the Department of Fertilisers, the total installed capacity of the Nitrogen segment in India stands at 12.06 mn MT (million metric tonnes), of which, the public sector accounts for 29%, while private and co-operative sectors account for 26.27% and 44.73%, respectively. The capacity in the phosphate segment is 5.7 mn MT with the share of public sector being 7.65%, while that of private sector is 30.27% and co-operatives accounts for 62.08%. There being no viable resources or reserves of potash in the country, the entire requirement is entirely imported. In addition to these segments, there are the complex fertilisers produced by combining various nutrients such as nitrogen, phosphate and potash in different proportions. While urea, ammonium sulphate, calcium ammonium nitrate (CAN) and ammonium chloride are the nitrogenous fertilisers produced in the country; the only phosphatic fertiliser being produced is SSP (single superphosphate). Production of complex fertilisers include DAP (Diammonium Phosphate), several grades of nitrophosphates and NPK complexes. Of these, urea and DAP are the main fertilisers produced indigenously. Demand Supply side factors Fertiliser consumption mainly depends on various agriculture related factors such as soil quality, farming methods, rainfall and irrigation patterns, different geographical aspects, calamities, availability of technology and information, varieties and qualities of seeds as well as access to capital and credit and other inputs. With a shift in agricultural production from the traditional system of farming to intensive cultivation, fertiliser demand got a boost. Moreover, macro-oriented factors such as crop related market forces, cropping pattern and fertiliser pricing policies too influence fertiliser consumption. Further, the Government has also taken various steps to spread the awareness about the benefits of fertilisers and ensure efficient usage of fertilisers, through the promotion of soil testing laboratories throughout the country. Consequently, the annual consumption of fertilisers in nutrient terms (N, P K) increased from 0.07 mn MT in 1951-52 to 21.6 mn MT in 2006-07, with the per hectare consumption, which was less than 1 kg in 1951-52 increasing to 13.26 kg (estimated) in 2006-07. Urea and DAP are the most popular fertilisers, accounting for a major portion of the total fertiliser consumed in the country. Consumption of Urea, DAP and MOP (Muriate of potash) has been increasing continuously during the last few years, and in 2006-07 the consumption level stood at 24.48 mn MT, 6.92 mn MT and 2.40 mn MT, respectively. Further, as per the projections of the Department of Agriculture Cooperation (DAC), the demand during the Kharif season in FY072007 was for 13.16 mn MT of urea, 4.0 mn MT of DAP and 1.65 mn MT of MOP. This demand was met fully and sales of 12.45 mn MT of Urea, 3.61 mn MT of DAP and 1.41 mn MT of MOP were registered. Similarly, duirng the Rabi season of FY08, the demand was for 14.0 mn MT of Urea, 4.91 mn MT of DAP and 1.96 mn MT of MOP. On the supply front, as per statistics provided by the Department of Fertilisers, at present there are around 64 large size fertiliser units in the country, manufacturing a wide range of nitrogenous and phosphatic/complex fertilisers. Of these, 39 units produce urea, 18 units produce DAP and complex fertilisers, 7 units produce low analysis straight nitrogenous fertilisers. Further, from these, 9 units produce ammonium sulphate as a by-product. Besides, there are about 79 small and medium scale units producing single superphosphate (SSP). With an installed capacity of 12.06 mn MT of nitrogen and 5.65 mn MT of Phosphate the domestic fertiliser industry has more or less attained the levels of capacity utilisation comparable internationally. The capacity utilisation during 2006-07 was 96.0% for nitrogen and 79.8% for phosphate. The estimated capacity utilisation for 2007-08 was 92.2% of nitrogen and 71.9% of phosphate. Within this, the capacity utilisation in terms of the urea plants was 103.1% in 2006-07 and was estimated to be 101.1% in 2007-08. Moreover, domestic raw materials are available only for nitrogenous fertilisers. For the production of urea and other ammonia based fertilisers, methane constitutes major input and is obtained from natural gas/associated gas, naphtha, fuel oil, low sulfur heavy stock (LSHS) and coal. In the recent years, production has increasingly switched over to the use of natural gas, associated gas and naphtha as feedstock or raw materials as these are more efficient and less polluting than other heavy fuels like fuel oil and coal. Of these, gas is in fair abundance within the country. The raw materials for the production of phosphatic fertiliser have to be imported as India has no source of elemental sulfur, phosphoric acid and rock phosphate. As for Potash (K), since there are no viable sources/reserves in the country, its entire requirement is met through imports. Exports as well as dispatch of urea is prohibited without Governments permission under the Fertilisers Movement Control Order (1973). Hence, the dispatches of urea to State and Union Territories (UT) from manufacturers are arranged through a monthly dispatch plan by the Department of Fertilisers under the Ministry of Chemical and Fertilisers. The Government in consultation with the State Governments/UT assesses the requirement of urea for each state and UT prior to each crop season. Initially the demand is fulfilled through allocations from indigenous production. However, in case of a gap between the demand and the indigenous supply the demand is met through imported urea. The production fertilisers stood at 11.57 mn MT for nitrogenous fertilisers and 4.51 mn MT for phosphatic fertilisers in FY07. This witnessed a to 11.12 mn MT for nitrogenous fertilisers and 4.06 mn MT for phosphatic fertilisers in FY08. Rising price of crude oil, whose derivatives are used as a key input in fertilizer plants as well as that of other raw materials, coupled with capacity limitations and delay in payment of subsidies by the Government led to the shortfall in fertilizer production in 2007-08. Table 10. : Demand Supply of Fertilisers in India (mn MT) FY03 FY04 FY05 FY06 FY07 FY08 Consumption Nitrogen (N) 10.47 11.07 11.71 12.72 13.77 N.A. Phosphate (P) 4.02 4.12 4.62 5.20 5.54 N.A. Potash (K) 1.60 1.59 2.06 2.41 2.33 N.A. Total 16.09 16.79 18.399 20.34 21.65 N.A. Production Nitrogen (N) 10.56 10.63 11.33 11.35 11.57 11.12 Phosphate (P) 3.91 3.63 4.06 4.22 4.51 4.06 Potash (K) 0.00 0.00 0.00 0.00 0.00 0.00 Total 14.47 14.26 15.39 15.57 16.08 15.18 Imports Nitrogen (N) 0.06 0.13 4.09 1.38 2.68 3.49 Phosphate (P) 0.17 0.33 0.29 1.12 1.32 1.27 Potash (K) 1.43 1.54 2.04 2.74 2.06 2.01 Total 1.67 2.01 2.75 5.25 6.08 6.78 Note: Figures for FY08 are estimated, Import figs are upto 31-January-2008 Source: Department of Fertiliser ( Annual report) Government Policies and Way forward: Considering the vital role of fertilisers in making India self-reliant in terms of food security, the Government of India has been consistently pursuing policies conducive to increase the availability and usage of fertilisers in the country. In effect, the sector does feature Government control especially in terms of pricing and supply. More importantly, the cost of fertilisers to farmers is subsidised, wherein the Government fixes a selling price and then compensates manufacturers for the difference between the cost of production and the selling prices. It is therefore interesting to briefly scan the some of the important Government policies concerning this sector and the implications and impact. In 1973, when the oil price shock led to an overshooting of the prices of imported naptha and oil, the Government introduced the Retention Price Scheme (RPS) in 1977 for indigenous nitrogenous fertiliser units, to provide the farmers fertilisers at affordable rates without harming the interests of the manufacturers. Under RPS, the difference between retention price (cost of production as assessed by the Government plus 12% post tax return on net worth) and the statutorily notified sale price was paid as subsidy to each urea unit. The policy provided a cushion to ensure reasonable return on investment and facilitated healthy development of the fertiliser industry. The Scheme was later extended to phosphatic and other complex fertilisers in February 1979 and Single Super Phosphate (SSP) in 1982. The National Industrial Policy of 1991 delicensed the fertiliser industry, and facilitated the setting up of many new manufacturing units. Meanwhile, the devaluation of the rupee in 1991 enhanced the burden of subsidy was began adding pressure to the Government budget. This prompted the Government to progressive decontrol of price and distribution of P K fertilisers and also decanalise imports. As a result Retention Pricing Scheme got confined to urea. Consequently, the prices of these fertilisers increased sharply leading to fall in their demand. To arrest decline in their consumption, Department of Agriculture Cooperation (DAC) introduced a scheme of concession on decontrolled P K fertilisers in 1992-93 on an adhoc basis. Presently (DAP, 18-46-0), Mono-Ammonium Phosphate (MAP, 11-52-0), Muriate of Potash (MOP, 0-0-60), 11 grades of Complex Fertilisers and Single Super Phosphate (SSP, 0-16-0) are covered under the Concession Scheme for decontrolled PK fertilisers. The, Government fixes the Maximum Retail Price (MRP) of DAP, MAP, MOP and NPK Complexes uniformly across the country. The difference between the total delivered costs of the fertiliser at the farm gate and the MRP payable by the farmers is given by the Government of India as Concession / Subsidy to the farmers and paid to the fertiliser manufactures and importers. With effect from 1st April 1997, concession to these fertilisers was increased vis--vis their indicative MRPs to give impetus to their demand. The MRP of P K fertilisers indicated by the Government of India has remained unchanged from 2002-03 till date. On the other hand, due to continuous increase in price of inputs and raw materials, total delivered cost of fertilisers covered under the Concession Scheme has increased. This has called for increased compensation for the manufacturers or importers. As a result, the Department of Fertilisers entrusted the Tariff Commission the responsibility to conduct a fresh cost price study of the P K fertilisers and update various parameters under the Concession Scheme. The recommendations of the Tariff Commission are expected soon. However, the Government has decided to continue with the Concession Scheme on decontrolled P K fertilisers during 2007-08. In the interim years, as per the recommendations of the Expenditure Reforms Commission (ERC) a New Pricing Scheme (NPS) for urea units for replacing the RPS was formulated and notified on January 1, 2003. Under the Scheme it was envisaged that decontrol of urea distribution/movement will be carried out in a phased manner. The process of deconcontrol is being undertaken in different stages and the stage-111 of NPS is under place effective from October 1, 2006 to March 31, 2010. The pricing policy for urea units for Stage-III the NPS was formulated in January 1, 2004 keeping in view the recommendations of the Working Group which was set up for reviewing the effectiveness of Stage-I and II of NPS under the Chairmanship of Dr. Y.K. Alagh. The Policy aims at promoting further investment in the urea sector, encouraging increase in indigenous production from the existing urea units in the country and facilitating early conversion of non-gas based Units to gas, leading to substantial savings in subsidy. Natural gas based plants currently account for more than 66% of urea capacity, while naphtha is used for less than 30% urea production and the balance capacity is based on fuel oil and LSHS as feedstock. The policy also incentivised additional urea production and encouraged investment in Joint Venture projects abroad. It also aimed at establishing a more transparent and efficient urea distribution and movement. It is expected that with the launch of the Fertiliser Monitoring System (FMS) to monitor movement of fertilisers upto district level and the freight rationalisation proposed in the new policy the distribution of fertilisers in remote corners of the country will improve considerably without any complaints of shortages, in future. On the basis of the available and projected hydrocarbon (natural gas) resources in the country, it is observed that Nitrogen (Urea) is the only fertiliser where the country can attain self-sufficiency and also be a net exporter. However, with the demand- production gap rising every year (demand may reach upto 19 million tonnes by 2011-12), import dependence in this sector has increased over the years. In order to reduce this gap, there is a need to increase investments in urea sector, as there has been no significant investment in last 10 years, in this sector. In line with the above requirement, the Cabinet Committee on Economic Affairs (CCEA) approved a policy for New Investments in Urea sector on August 2008. This policy is based on the recommendations of the Abhijit Sen Committee Sen Committee and aims at attracting investments in urea sector and generate additional production capacities through revamp and expansion of existing units and revival of the eight closed units of Fertiliser Corporation of India Ltd. The New Investment Policy marks a departure from the existing policies which are based on cost plus approach with a 12% post tax return to the manufacturers. As the Policy provides for an Import Parity Price (IPP) benchmark with floor and ceiling price of US$ 250 PMT and US$ 425 PMT respectively, for pricing of urea from new investments in this sector. This could be considered as a paradigm shift made by the governmentby moving away from a cost plus based pricing approach to more of a market based one for the first time as the government has now linked the prices of urea fertilisers to the international market. This is likely to make urea available at competitive prices. One of the major issues confronting the fertiliser sector is the subsidies which have been accelerating over the last few years. The major reason for this can be attributed to the sharp increase in the cost of input for indigenous fertilisers as well as rising prices of imported fertilisers. Moreover, the cost of various inputs such as coal, gas, naphtha, rock phosphate, sulphur, ammonia, phosphoric acid, electricity, etc has gone up sharply in the recent years. There is therefore a need to encourage RD activities in the areas of new energy saving products, alternative feedstock, etc. As high energy costs restrict capacity expansion in urea sector, more and more joint ventures have to be encouraged. For the phosphate/potash, which lack potential reserves within the country, joint ventures are already being undertaken by various companies within India and abroad. Efforts are also being undertaken to make India which currently imports urea a urea manufacturing hub. A number of proposals for setting up new plants and expansion of existing plants have been received by the Department of Fertilisers. All of these plants are likely to use gas for producing urea. The fertiliser industry in India has helped India achieve self-sufficiency in food grains and has helped in rapid agricultural growth. The demand for fertiliser is growing at a fast pace and is expected to grow up to 28.08 mn MT by 20011-12. However, production has somewhat stagnated over the past few years, creating a demand-supply gap in the industry and provides ample opportunities for manufacturers to ramp up their capacities and for new entrants to set up production units.

A Project Risk Management Plan - 1546 Words

A risk is an event or condition that, if it occurs, could have a positive or negative effect on a project’s objectives. A project risk is an event which have a positive and negative impact on a project objectives. Risk Management is the process of identifying, assessing, responding to, monitoring, and reporting risks. A Project risk management plan is critical in identifying, monitoring and reporting risks. This Risk Management Plan defines how risks associated with ten story-building project will be identified, analyzed, and managed. It presents the outlines for risk activities how to perform, recorded and controlled throughout the project lifecycle. how risk management activities will be performed, recorded, and monitored throughout†¦show more content†¦Risk identification process will include and conduct within the project team, evaluation environmental factors, project scope and culture of the organization. Detail review and attention will be provide to the con straints, work break down structures, project documents, cost estimates and other this project related documents. Careful attention will be given to the project deliverables, assumptions, constraints, WBS, cost/effort estimates, resource plan, and other key project documents. A Risk Management recording document will be developed and electronically stored in the organization database. A Risk Management Log will be generated and updated as needed and will be stored electronically in the project library located at . 8.4. Risk Analysis There are two types of risk analysis methods will perform by the project manager. 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17th Amendment Impact on the United States - 2316 Words

Over 100 years ago a sweeping reform changed America. The progressive movement. In the early 1900s this progressive reform redefined more than a century of American tradition. William Schambra and Thomas West noted that. â€Å"the Progressives, wanted the people s will to be more efficiently translated into government policy. . . . that the people would take power out of the hands of locally elected officials . . . and place it instead into the hands of the central government.† This sounds great, but we all know. It didn t work. This progressive reform gave us instead the Federal Behemoth as it is today. During the progressive movement things were passed like Federal Income Tax and the complete government control on the US dollar by the†¦show more content†¦He served as a political appointee, the Deputy Assistant U.S. Attorney General in the Office of Legal Counsel, Department of Justice, during the George W. Bush administration. 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Contract And Health Computing Services †MyAssignmenthelp.com

Question: Discuss about the Contract And Health Computing Services. Answer: Introduction The Health computing services made a contract with a large international organisation (the Contractor) for taking the services of centralised computing system. As per this, it was a contracted that high quality services related to primary and secondary data centre facility will be provided. The data centre is a service that is used for housing computer systems and related elements like telecommunication and storage. As per this facility, the data centre will support in teaching at regional and other metro hospitals (YUAN, GAO, YANG, and ZHANG, 2011). Besides this, it guaranteed the recovery of crucial information if lost and a high degree of flexibility in handling fluctuating demands in health. The contract was arranged initially for 4 years, according to which current agreement will run till 2016. However, the management of centralised computing system was not done properly by Health because of which the additional cost of Health in IT services increased a lot. Apart from this, the financial management was also poor where a lot of variations were found. The prepared budget and expenditure occurred did not match properly. Pre Award (Major Issue) The issues were many in the management of contract and its expenditures that were incurred on IT services as a result of frequent errors in IT systems. Author analysed that the contact was developed for Health sector and was expected to record the budget of entire contract properly in sufficient manner so as to keep track of various expenditures incurred (Resh and Marvel, 2012). Besides this, author evaluated that it was expected to check invoice details as well so that a justification related to contractual expenditures can be checked. There were different variations in the contract for which, health did not track expenditures against these variations. As such Health failed to keep track of actual expenditures against the determined budget. Author also identified that company did not maintain a standard procedure to track all types of costing, variation in the contract and differences raised after making variations in initial contract (Rene, 2010). According to Author differences an d expenditures were recorded in a number of places due to which, it created confusions. In addition to this, there was no arrangement of coding various invoices to the contract number which made it difficult to identify that how much was the actual expenditure. In the mid of 2014, the team of Heath attempted to monitor and write down all expenses manually on the basis of invoices totalling (Olatunji, 2014). However, this procedure was not reliable as Health did not follow a stable route to circulate the invoices between groups. The contract managers checked the rates of the invoices, where it was found from the invoices that many of them were overcharged (Joaquin, and Greitens, 2012). Only 1 invoice revealed the exact rate on which the contract was agreed upon. Apart from this, author examined that Health also entered into various lease agreements and that also without having a full knowledge of arrangements within it. In many of the lease arrangements they did not have authority fo r it as well. In such condition, where, company did not have the proper knowledge of lease type, it classified the lease arrangements improperly. As a result, Health made a breach of Treasurers instruction 822. Thus, it is clear that Health was suffering through a number of issues in the management of data centre and contract related to it (Yucong, 2012). Post Award (Critical Analysis) As per the above issue identified in Health related to financial management of data computing system, it is evident that it is essential to monitor and maintain the records of each and every cost that is incurred by company. According to author, in practical world, the companies enter into a number of contracts and also have variations in them timely. As per this, there must be a centralised system and a procedure which can keep track of all the transactions, changes and cost related information (Resh and Marvel 2012). In Health organisation, there were various areas in which mismanagement occurred that resulted into increased costs for business. Invoices that were made for various types of expenditures were also not recorded properly, because of which ultimately, the firm was not able to differentiate between actual expenses and the budgeted figures. Author argues that, if a company enters into a contract for any type of services, it is essential to be in line with all types of vari ations made in it as well. Most of the times, it is apparent that there are many employees who use to handle a single unit (Mikuov-Meri?kov and Nemec, 2013). In such situation, it becomes confusing to decide that who will execute a particular function. Therefore, for each kind of work there should be a single person who is assigned with a particular task. Yucong (2012) contradicts that the major necessity while entering into a contract is to have a full knowledge about the deal in which a person is making agreement. In case of less knowledge, a person may breach a crucial condition that can cost highly. Apart from this, companies may hire a professional in the field of finance who has a diverse knowledge of financial matters. Thus, author analysed that it will help in managing different contracts, budgets and variations in terms and conditions of contract in a systematic manner. A standard guideline explaining various policies and procedures must also be there which can help in gett ing all processes and functions lined in systematic manner. Health can also adopt an option of consulting an expert in the matters of financial deals who can keep track of all financial matters of organisation. The managers are responsible for studying the contracts, its terms and conditions while entering and agreeing on it so that differences can be identified in later stages related to changes made on it (Fleming and Koppelman, 2016). Conclusion The above report entails about a contract entered into by Health with the Contractor. It has been concluded in the report that as per the contract of availing services related to data computing, the contractor agreed to deliver a number of services through this system. But Health did not manage the system properly, because of which the company had to incur various costs on IT department. The company also failed to manage the finances and budget prepared for the new system. As per this, it has been recommended to arrange some specialists who can aid in giving advisory services for managing finances and expenses related to the data centre facility. References Books and Journals Duan, Yucong. "A survey on service contract." In Software Engineering, Artificial Intelligence, Networking and Parallel Distributed Computing (SNPD), 2012 13th ACIS International Conference on, pp. 805-810. IEEE, 2012. Ernita Joaquin, M., and Thomas J. Greitens. "Contract management capacity breakdown? An analysis of US local governments." Public Administration Review 72, no. 6 (2012): 807-816. Fleming, Quentin W., and Joel M. Koppelman. "Earned value project management." Project Management Institute, 2016. Mikuov-Meri?kov, Beta, and Juraj Nemec. "Contract management and its impact on contracting public services: Slovak Republic." Ekonomick ?asopis (Journal of Economics) 7, no. 61 (2013): Nemec. Olatunji, Oluwole Alfred. "Views on building information modelling, procurement and contract management." Proceedings of the Institution of Civil Engineers-Management, Procurement and Law 167, no. 3 (2014): 117-126. Rendon, Rene G. "Critical success factors in government contract management." (2010). Resh, William G., and John D. Marvel. "Loopholes to load-shed: Contract management capacity, representative bureaucracy, and goal displacement in federal procurement decisions." International Public Management Journal 15, no. 4 (2012): 525-547. YUAN, Haizhen, Xiaojun GAO, Chunquan YANG, and Xingping ZHANG. "Status, Problems and Solutions of Energy Management Contract in China [J]." Energy Technology and Economics 1 (2011).