Classification Division Essay Topics

Classification Division Essay TopicsClassification Division Essay Topics are frequently required as part of the college admission and advanced placement (AP) courses. For this purpose, you should first know the guidelines on submitting an essay topic.Though it may sound like an inconvenience, but we have found it to be quite useful for us in understanding what is really needed and how to find the appropriate essay topics for each class we want to apply to. These suggestions are mostly derived from our experience so far.You will find that most colleges don't usually accept essay topics which are too generic. This is because they will not be able to gauge your ability as a writer. If you are looking to reach the college admission level, it would be best to choose topics that are unique and challenging.For students with diverse interests, try to choose a different subject matter and write essays on more than one. It will help you explore all aspects of your interests. You will find that writing about a particular subject is boring to read. What better way to keep yourself entertained while learning something new than by reading through it?You can even ask the advisor or faculty members to suggest some more challenging essay topics for you. Don't feel obligated to write a lot of essays, as you will not necessarily need to.If you find that some of the essay topics seem to be too tough for you, then try to read through some other subjects for a bit. You might like the idea and see if you can make it work out for you. That is the right way to go about it.When you choose the challenging topics, remember that you will need to engage the reader. In this way, you will be able to persuade them to think about the topic and to explore it from a different perspective.

Scm in Petroleum Industry Free Essays

string(40) " is the specialty of the oil companies\." International Journal of Global Logistics Supply Chain Management. Vol. 1, No. We will write a custom essay sample on Scm in Petroleum Industry or any similar topic only for you Order Now 2, 1 November 2006, 90 – 97. Supply Chain Management in the Petroleum Industry: Challenges and Opportunities RAED HUSSAIN Department of Quantitative Methods Information Systems, Kuwait University, Kuwait TIRAVAT ASSAVAPOKEE Department of Industrial Engineering, University of Houston, Texas, U. S. A. BASHEER KHUMAWALA Department of Decision and Information Sciences, University of Houston, Texas, U. S. A. Supply chain management in the petroleum industry contains various challenges, specifically in the logistics area, that are not present in most other industries. These logistical challenges are a major influence on the cost of oil and its derivatives. However, opportunities for cost savings in logistics still do exist. Giant oil and petrochemical companies are undertaking a â€Å"swap† practice that saves companies millions of dollars. The objective of this paper is to shed some light on the supply chain challenges and opportunities in the petroleum industry and on swap practices that have long been employed by petroleum industry’s giants around the world, such as BP, BASF, Honeywell, Nova, and much more, yet have long been ignored in the operations management literature. Keywords: Supply Chain Management, Logistics, Petroleum Industry, The Swap Practice 1. Introduction The steadily increasing global demand for oil and its derivatives such as petrochemicals has enabled companies providing these products to reach more customers and increase their market share and profitability. This boom in global demand along with the ease of international trade and the inflexibility1 involved in the petroleum industry’s supply chain has made its management more complex and more challenging (Coia, 1999; Morton, 2003). Despite the importance of supply chain management and its growing complexity, the petroleum industry is still in the development stage of efficiently managing their supply chains. In fact, according to Steve Welsh, a managing director of the College of Petroleum and Energy Studies at the University of Oxford, the oil and petrochemical industry’s insight into the supply chain is still in its infancy (Schwartz, 2000). However, even with the inflexibility and complexity involved in the industry’s supply chain, there is a lot of room for improvement and cost reduction, specifically in its logistics area. Werner Paratorius, president of BASF’s petrochemicals division said â€Å"Supply chain management is the backbone of a business where logistics costs can be greater than manufacturing costs† (Whitfield, 2004, p. R12). By the end of 2004, world-wide demand for oil reached 75 million barrels per day and has been projected to increase at a rate of 2 percent per year over the next ten years. For example, China’s demand for energy alone is expected to grow at a rate of 4. 5 percent per year for the next five years and reach four million barrels by 2010. However, due to recent political unrest in the Middle East, which is the largest oil producing region, sustainable oil supply has become highly unpredictable. Oil and petrochemicals companies are forced to maintain higher safety stocks and search for alternative sources of supplies (Ikram, 2004). Inflexibility in the supply chain is the constraints involved along the chain, such as long lead-times, manufacturing capacity, and limited means of transportation, that are hard to change. 1 Commodities such as oil, gas, and petrochemicals require specific modes of transportation such as pipelines, vessels or tankers, and railroads. These commodities are produced in specific and limited regions of the world, yet they are demanded all over the globe since they represent an essential source of energy and raw material for a large number of other industries. Several weeks lead-time from the shipping point to the final customers’ location is very common in this type of industry. For example, it takes five weeks for the Persian Gulf’s oil to make its way to the United States and up to another three weeks for it to be processed and delivered (Schwartz, 2000). Opening new production sites or distribution centers closer to dispersed customers is one way to reduce the lead time and transportation costs. However, the acquisition of such facilities in the oil and petrochemical industries, if feasible, is typically very costly and often results in higher inventory and operating costs (Hebert, 2004). Red Cavaney, president of the American Petroleum Institute, said â€Å"Most companies are unlikely to undertake the significant investment needed to even begin the process† (Hebert, 2004) These factors are pushing oil and petrochemicals companies to either absorb the increase in costs or pass the costs on to customers who are already facing increasing prices. Companies therefore have recognized that improved supply chain efficiencies represent a huge area for cost savings, specifically in the logistics area; they are estimated to be an average between 10 and 20 percent of revenues (Hamilton, 2003). Also, companies believe that the supply chain in which they participate as customers and suppliers is what creates competition rather than individual companies (Whitfield, 2004; Lange, 2004; Morton, 2003; Bianchi, 2003; Collins, 1999; Coia, 1999). Despite the importance of the petroleum industry in our daily life and the operational challenges it involves, unfortunately the topic has received very little attention in operations and supply chain management literature. The objective of this paper, therefore, is to shed some light on challenges and opportunities in the petroleum industry’s supply chain management. Our discussion will focus on a practice that has been saving companies millions of dollars but has long escaped the attention it deserves from academia. The practice is referred to as systematic cooperative reciprocal barter (also called â€Å"swaps†) (Haberman, 2002). 2. Supply Chain Management in the Petroleum Industry Before getting into any further discussion of supply chain management in the petroleum industry, it is important to first clarify the industry background and its production process. A brief explanation is available in the appendix. The supply chain of the petroleum industry is extremely complex compared to other industries. It is divided into two different, yet closely related, major segments: the upstream and downstream supply chains. The upstream supply chain involves the acquisition of crude oil, which is the specialty of the oil companies. You read "Scm in Petroleum Industry" in category "Papers" The upstream process includes the exploration, forecasting, production, and logistics management of delivering crude oil from remotely located oil wells to refineries. The downstream supply chain starts at the refinery, where the crude oil is manufactured into the consumable products that are the specialty of refineries and petrochemical companies. The downstream supply chain involves the process of forecasting, production, and the logistics management of delivering the crude oil derivatives to customers around the globe. Challenges and opportunities exist now in both the upstream and downstream supply chains. 3. Challenges in the Supply Chain 3. 1. Logistical Challenges The logistics network in the petroleum industry is highly inflexible, which arises from the production capabilities of crude oil suppliers, long transportation lead times, and the limitations of modes of transportation. Every point in the network, therefore, represents a major challenge (Jenkins and Wright. 1998). The oil and petrochemical industries are global in nature. As a result, these commodities and products are transferred between locations that are—in many cases—continents apart. The long distance between supply chain partners and slow modes of transportation induce not only high transportation costs and in-transit inventory, but also high inventory carrying costs in terms of safety stocks at the final customer location. The great distances between supply chain partners present a high variability of transportation times that can hurt suppliers in terms of service levels and final customers in terms of safety stock costs. Moreover, the transportation process is carried out either by ships, trucks, pipelines, or railroads. In many instances, a shipment has to exploit multiple transportation modes before reaching the final customer’s location. â€Å"Very few industries 91 deal with that kind of complexity in shipping,† said Doug Houseman, a senior manager at the consulting firm Accenture (Morton, 2003, p. 1). Such constraints on transportation modes in this type of industry induce long lead times from the shipping point to the final customers’ location compared to other industries. Hence, considering the amount of inflexibility involved, meeting the broadening prospect of oil demand and its derivates while maintaining high service-levels and efficiency is a major challenge in the pe troleum industry. 3. 2. Other Challenges The logistics function is only one of many areas that affect supply chain performance in the petroleum industry. Integrated process management, information systems and information sharing, organizational restructuring, and cultural reorientation are as equally important (Ikram, 2004). The need for integrated processes all the way from procurement of raw materials to the delivery of the final product is crucial for a company’s success. â€Å"Manufacturing efficiency alone does not ensure a competitive advantage anymore,† said Paratorius, president of BASF’s petrochemicals division (Whitfield, 2004, p. R12). The industry lags behind in using integrated planning across the supply chain. This type of disintegration in the supply chain can increase the cost of acquiring crude oil, which will eventually affect gas prices for consumers (Coia, 1999). Also, due to the globalization of the petroleum industry supply chain, sophisticated information technology is essential for smooth information flow considering the complexity of the logistics network in such an industry. Companies’ relationships in supply chain networks are directly related to the effective use of information technology (Guimaraes, Cook, and Natarajan, 2002). A data flow diagram (DFD) was developed by Hull in 2001 to improve supply chain information flow reliability of the Alaskan North Slope Oil supply chain. The study showed that using the DFD helped to realize the importance of the relationship between scheduling and dispatching (synchronization). By using the DFD to examine the information flow, overall supply chain efficiency was improved and distortion,2 which is greatly related to supply chain structure, was greatly reduced. Moreover, the generic DFD developed offers a template for modeling any supply chain or logistics activity, whether it is a push, pull, or a hybrid push/pull system (Hull, 2001). Sophisticated information technology is also essential for petroleum industries due to security needs. Petroleum companies ship a great deal of hazardous products, and supply chain partners (suppliers and customers) must be aware of the locations of each shipment at any point in time. According to Houseman at Accenture, chemical companies are considering wireless technology to track their shipments (Morton, 2003). Another challenge in the petroleum industry supply chain is the attitude and anxiety regarding collaboration and information sharing between supply chain partners. While collaboration and information sharing represent a crucial factor for supply chain efficiency, â€Å"companies in the petroleum industry are sometimes cautious when it comes to sharing their demand/costs information,† said Salah Al-Kharraz, a supply chain director at Equate Petrochemicals (Personal Communication, 23 December 2004). This type of parsimony regarding collaboration and sharing demand/costs information can waste opportunities for costs saving. Improved supply chain efficiency in the petroleum industry, therefore, needs a new philosophy in collaboration, even if this means working with competitors. â€Å"Collaboration, information sharing, and asset optimization require the greatest mind change because chemical producers and LSPs would have to work with their competitors, as well as with other operators in the supply chain,† said Phil Browitt, CEO of AGILITY, a logistics firm (Young, 2005, p. 10). The acquisition of sophisticated information technology, although necessary, can only do so much if it is not supported by a cultural change. The next section will discuss an opportunity, specifically a practice that has been saving companies millions of dollars in the petroleum industry’s supply chain, yet has not received the attention it deserves in academia. 4. Opportunities in the Supply Chain and Swap Practices In an effort to manage their supply chain and reduce costs, oil and petrochemical companies are outsourcing3 their logistics4 functions. As the trend in outsourcing has grown, these companies have become increasingly Distortion in Hull’s paper is the â€Å"bullwhip effect† established by the well-known beer game developed by Sterman (1989) and Senge (1990). 3 Outsourcing takes place when an organization transfers the ownership of a business process to a supplier. 92 2 reliant on the services of third-party5 logistics companies for managing their supply chains (Collins, 1999). Companies in the petroleum industry, however, took the outsourcing idea one step further and found that one way of outsourcing their logistics functions is to ally and collaborate with competitors. This form of collaboration is referred to as a systematic cooperative reciprocal barter (also called â€Å"swaps† or â€Å"exchanges†) of supplies, assets, market share, or even the entire business among competitors (O’Dwyer, 1988; Robert, 1995; Gain, 1997; Alperowicz, 2001; Sim, 2002). However, despite the significant advantages this practice has generated for companies, a defined model for making such decisions does not exist. The subject has barely received any attention in the operations management literature. Currently, no specific method has been adopted to determine when companies should attempt to make swap decisions. An interview with supply chain directors in two international petrochemical companies that have been involved in swapping with their competitors for the past few years revealed that the only methods used are judgmental6 methods and spreadsheets. Although judgmental approaches may improve accuracy in many decision-making problems, they should not be the only methods employed. The use of only such approaches cannot guarantee an optimal solution. 4. 1. The Swap Practice In a commodity-type industry such as oil and petrochemicals, the source of the commodity is often of no interest to the final customer as long as the commodity adheres to its required specifications and the delivery of that commodity is made by the promised due date. Therefore, competing oil and petrochemical companies form supply chain alliances when delivering commodities to customers in order to reduce transportation and inventory costs and improve customer service. In return, cost savings for transportation in the overall supply chain are shared among participating companies. This form of collaboration is referred to as shipment swapping. This kind of collaboration with competitors creates a shared solution to common supply chain obstacles and is predicted to be the â€Å"Next Big Thing† (Morton, 2003). The swapping technique is currently applied by oil and petrochemical companies around the world in all of its different forms: asset swapping, business swapping, and shipment swapping. However, because of the absence of any general analytical discussion of swap practices in the literature, we first provide examples from the oil and petrochemicals industry for each form of swap practice being used. This is done to illustrate the advantages of collaboration among competitors. Due to brevity, only the more recent examples of such practices are discussed here. 4. 2. Asset Swapping In 2001, BP became the largest olefins producer in Germany after an asset swap with E. ON, a German utility company. Following the deal, BP took over Veba Oel, E. ON’s oil, refining, and petrochemicals business, and E. ON bought BP’s 25 percent stake in Ruhrgas, Germany’s largest gas distributor. The deal gave BP 2. 1 million tons of ethylene7 capacity in Germany, which is about 40 percent of the country’s total, and ave E. ON control of one of the largest gas distribution networks in Germany (Milmo, 2001). In 2003, BASF, a leading German chemical company, and Honeywell signed a long-term deal under which BASF will supply Honeywell with nylon chips and Honeywell will supply BASF with specialty nylon and nylon co-polymers8. Since Honeywell has a strong presence in electrical an d tooling applications and BASF is strong in the automotive sector, the deal has benefited both companies in their business specialties. For example, in 2003 the deal raised BASF’s market share in nylon from 9 percent to 35 percent and gave Logistics is the process of planning, implementing, and controlling the efficient, cost-effective flow and storage of raw material, in-process inventory, finished goods, and related information from point of origin to point of consumption to conform to customer requirements (Council of Logistics Management, 1998, p. 2). 5 Third-party logistics is the use of an outside company to perform all or part of the firm’s materials management and product distribution function. 6 A judgmental method is the use of people’s opinions when making decisions. 7 Ethylene is a colorless gas at room temperature. At very low temperatures, it is a liquid. It is used as a refrigerant and in welding and cutting metals. It is also used to manufacture ethylene oxide, mustard gas, and other organics and to accelerate the ripening of fruits. 8 When a polymer chain-like molecule is made by linking only one type of small molecule together, it is called a homopolymer. When two different types of molecules are joined in the same polymer chain, it is called a co-polymer. 93 4 Honeywell the chance to concentrate on carpet, apparel, and fabrics for automotive upholstery. Honeywell plans to eventually sell the nylon business (Sim, 2003). More recently, the Kuwait Petroleum Company (KPC) and the Iraqi Oil Institute (SOMO) signed a comprehensive memorandum of understanding related to exchanges of shipments of Kuwaiti benzene and diesel with Iraqi natural gas. The swap will be implemented in two phases. Thirty-five million cubic feet of Iraqi natural gas will be supplied daily to Kuwait for about one year at an estimated cost of U. S. $24 million during the first phase. Then, 165 million cubic feet of natural gas will be supplied daily to Kuwait for about two years at an estimated cost of U. S. 700 million dollars during the second phase. Meanwhile, Kuwait will supply Iraq with oil derivatives, benzene, and diesel, ranging from two to three million liters of benzene and 1. 3 to 1. 5 million liters of diesel daily (Alshalan, 2004). The outcome of this agreement is expected to significantly benefit both countries. Kuwait produces a relatively modest volume of natural gas (around 293 billion cubic feet––Bcfâ €“–in 2002), the vast majority of which is â€Å"associated gas. †9 Prior to the 1990-1991 Gulf War, Kuwait received significant volumes of natural gas from Iraq. The gas came from Iraq’s southern Rumaila field through a 40-inch, 100-mile, 300 Mmcf/d pipeline to Kuwait’s central manifold at Ahmadi. The gas was used for the production of petrochemicals, electricity, and water through desalination processes. With such uses of natural gas, the Kuwaiti-Iraqi swapping deal could free up a substantial amount of oil to Kuwait, possibly 100,000 barrels per day (bbl/d) for export by 2006, which is presently used for similar purposes. For example, 65,000 bbl/d of fuel oil is currently used to generate electric power in Kuwait. Throughout most of the 1990s, Iraq generally did not have access to the latest state-of-the-art oil industry technology. Saybolt International reported that Iraq oil companies, NOC and SOC, were able to increase their oil production through the use of short-term techniques not generally considered acceptable in the oil industry (i. e. , â€Å"water flooding,† the injection of refined oil products into crude reservoirs). In addition, a U. N. report in June 2001 stated that Iraqi oil production capacity would fall sharply unless technical and infrastructure problems were addressed. Moreover, Iraq’s southern oil industry was decimated in the 1990-1991 Gulf War, with production capacity falling to 75,000 bbl/d in mid-1991. The Gulf War resulted in the destruction of (a) gathering centers and compression/degassing stations at Rumaila; (b) storage facilities, including the 1. 6 million bbl/d (nameplate capacity) Mina al-Bakr/Basra export terminal; and (c) pumping stations along the 1. 4 million bbl/d (pre-war capacity) Iraqi Strategic (North-South) Pipeline. Seven other sizable fields remain damaged or partially mothballed. These include Zubair, Luhais, Suba, Buzurgan, Abu Ghirab, and Fauqi. Generally speaking, oil field development plans were put on hold following Iraq’s invasion of Kuwait, with Iraqi efforts focused on maintaining production at existing fields. At the present time, problems with Iraq’s refineries––stemming largely from post-war looting and sabotage in addition to power outages––continue to force the country to import gasoline, diesel, liquid petroleum gas (LPG), and other refined products from neighboring countries (Iran, Jordan, Kuwait, Syria, and Turkey). As of October 2004, Oil Minister Ghadban said that Iraqi gasoline imports were running around 40,000 bbl/d (mainly by truck), costing the country U. S. $60 million per month in direct costs. This does not include the additional cost of steep government subsidies on the consumer price of gasoline, which runs around 10 cents per gallon. It is estimated that overall direct and indirect oil subsidies cost Iraq U. S. $8 billion per year, with no indication as to when this problem might be resolved (Country Analysis Brief, March 2004). As a result, both countries are expected to benefit from the swapping agreement; Iraq will secure current and future needs of oil, benzene, and diesel and Kuwait will use the natural gas for the production of petrochemicals, electricity, and water while freeing up a substantial amount of oil for exportation. 4. 3. Swapping Businesses In 1997, PPG Industries, a specialty chemical company, exchanged its surfactants10 business for BASF’s packaging coatings business. This swap resulted in the growth of PPG’s portfolio and led to the expansion of geographic opportunities for the coating business. Moreover, this swap enabled PPG to become one of the world’s largest suppliers of package coating for food, aerosols, and other container and packaging applications. On the other hand, this business swap made it possible for BASF to expand its surfactants offerings for the food, personal care, and coatings industries (Gain, 1997). 9 10 Associated gas is found and produced in conjunction with oil. Surfactants are also known as wetting agents and may be liquids or powders. Surfactants are used in aqueous cleaners to provide detergency, emulsification, and wetting action. 4 Similarly, BP swapped its polyethylene glycol11 (PEG) ether brake fluid business for the butyl glycol ether12 (BGE) solvents operation belonging to Clariant, a Swiss specialty chemical company. However, this swapping deal was restricted only to the exchange of customer lists and contracts. No manufacturing units, staff, or cash transfer between the two companies took place. Clariant discontinued production of BGE at Gendorf, Germany, and BP discontinued manufacturing brake fluids at Lavera. The deal broadened the range of products that Clariant supplied to the automotive industry and enabled BP to better utilize the Lavera BGE plant (Alperowicz, 2001). 4. 4. Swapping Shipments During 2000, a swapping arrangement of liquid natural gas took place among Spain, Algeria, and Trinidad. Spain’s Gas Natural became the first European LNG buyer to resell LNG to the U. S. market. This gas had been sold to Gas Natural by Atlantic LNG of Trinidad. At the same time, Algerian LNG dedicated to the United States was delivered to Spain, reducing shipping charges for all parties. In 2001, these swaps developed into a more permanent arrangement with the signing of a contract between Sonatrach of Algeria, Gas Natural of Spain, Tractebel LNG North America in the United States, and Distrigas of Belgium. Companies with interests on both sides of the Atlantic gained an advantage over others, enabling them to react faster to any market opportunity (Gandolphe, 2002). Moreover, Nova Chemicals, a Canadian chemical company, and BASF entered a swap deal for styrene13 in which Nova supplied BASF in North America and BASF supplied Nova in Europe. This agreement provided each company with a stable supply of styrene without committing either one to significant investments. The deal also gave each company a low-cost styrene position for their PS (Sim, 2002). Another swap example is between world-class Indian polymer manufacturers Haldia Petrochemicals Ltd. (HPL) and GAIL Ltd. , India’s principal gas transmission and marketing company. The two companies entered into a product swapping and sharing arrangement that forced other polymer sellers in eastern and northern India to retreat from the market. Under this swapping agreement, both companies gained substantial savings on freight costs. Gail supplied HPL’s customers in northern India from its plant in Uttar Pradesh, and HPL served Gail’s customers in eastern and southeastern Asia by supplying them from the Haldia plant (Saha, 2003). 5. Conclusion More efficient and cost effective supply chain practices in the petroleum industry represent important factors for maintaining continuous supplies of crude oil, the reduction of lead times, and lowering of production and distribution costs. Due to the inflexibility involved in the petroleum industry’s supply chain network, logistics represent a great challenge. However, it is only one of several challenging factors. Integrated process management, information systems and information sharing, organizational restructuring, and cultural reorientation are equally important. Despite the great challenges in the petroleum industry’s supply chain, opportunities for improvements and cost savings do exist along the supply chain. One major area for improvement and cost savings lies in the logistics function. Companies in the petroleum industry have become increasingly reliant on the services of third-party logistics companies to manage their supply chains. Companies in the petroleum industry took the outsourcing idea a step further to collaborate with competitors and found shared solutions to their supply chain challenges. This form of collaboration is referred to as a systematic cooperative reciprocal barter, or swaps. Collaboration among competing companies in the form of swaps is a practice that can offer companies huge savings and introduce new opportunities. However, despite its wide use and benefits, especially in the oil and petrochemical industries, the subject has not received the attention it deserves in the operations management literature. Currently, judgmental methods and the aid of spreadsheets are the only approaches utilized when attempting swap decisions. Although great savings are realized by companies using swap practices, the 11 Polyethylene glycol is a non-toxic chemical used in a variety of products such as skin creams, toothpaste, shampoos, etc. 12 Butyl glycol ether is a widely-used solvent for many applications. 3 Styrene is a chemical molecule used in polystyrene manufacturing, the rubber industry, and the reinforced plastic industry. 95 approaches used for making such decisions cannot guarantee an optimal solution, and hence, opportunities to utilize the full capability of swap practices are not fully exploited. Therefore, the next step would be the utilization of management science techniques, presumably mathematic al/simulations models. These methods will significantly enhance the capability of such forms of collaboration and will represent valuable tools for practitioners to use. . Appendix: Production Process and Industry Background Crude oil and natural gas are the raw materials of the petroleum industry. They are used for the production of petrochemicals and other oil derivatives. After the production of crude oil is complete from oil reserves located deep underground or in sea beds, the crude oil undergoes a distillation14 process. As a result of the distillation process, various fractions of the crude oil are produced, such as fuel gas, liquefied petroleum gas (LPG), kerosene, and naphtha. 5 The output of the distillation process is then provided to refineries as feedstocks. These feedstocks are first processed through cracking16 operations before they are supplied to petrochemical plants. Once the cracking process is complete, companies are able to obtain new products that serve as the building blocks of the petrochemical industry, such as olefins (i. e. , mainly ethylene, propylene, and the so-called Carbon (C) derivatives, including butadiene) and aromatics, which include benzene, toluene, and the xylenes. After the cracking process, petrochemical products such as ethylene, propylene, butadiene, benzene, toluene, and the xylenes are then used at petrochemical plants to produce even more specialized products, such as plastics, soaps and detergents, healthcare products (such as aspirin), synthetic fibers for clothes and furniture, rubbers, paints, and insulating materials. References Alperowicz, N. (2001, August 29 – September 5). BP swap business with Clariant. Chemical Week, 163, 33. Alshalan, M. (2004, December 15). Iraqi gas to Kuwait and Kuwaiti benzene to Iraq. Alwatan, 10368/4814 – Year 43. Bianchi, M. (2003). Getting to the route. ACN: Asian Chemical News, September, 19. BP, Conoco swap Gulf of Mexico, Alaskan assets. (1993, November 15). Oil Gas Journal, 91, 46. Coia, A. (1999, July 12). Integrating oil’s supply chain. Traffic World, 259, 2. Collins, T. (1999, September 9). Striking it big together. Supply Management, 4, 18. Gain, B. (1997, August 27 – September 3). PPG, BASF swap businesses. Chemical Week, 159, 33. Gandolphe, S. (2002). Flexibility in natural gas supply and demand. International Energy Agency. Guimaraes, T. , Cook, D. , Natarajan, N. (2002). Exploring the importance of business clockspeed as a moderator for determinants of supplier network performance. Decision Sciences. 33, 4, Fall, 629. Haberman, D. I. , (2002, April 19). Petroleum swapping between oil giants â€Å"exchanges†: An elephant in our living room, Statement submitted to the Federal Trade Commission Second Conference re: Factors that Affect Price of Refined Petroleum Products. Hamilton, S. (2003, August). Must chemical companies outsource logistics to save money? GLSCS. Hebert, H. (2004, July 28th). Oil industry not building new plants. Arizona Daily Star. Tucson, Arizona. http://www. azstarnet. om/dailystar/starmedia/31783 Hull, B. (2001). A structure for supply-chain information flows and its application to the Alaskan crude oil supply chain. Logistics Information Management, 15, 1/2, 8. Ikram, A. (2004, November). Supply chain management in the oil and gas sector. Supply Chain Update, University of Wisconsin-Madison School of Business. Iraq Country Analysis Brief. (2004, March). Country Analysis Briefs, pp. 1-18. www. usiraqprocon. org/pdf/ eiacountryanalysis. pdf Japan marketers to Swap supplies. (1998, July 6). Oil Gas Journal, 96, 27. Jenkins, G. , Wright, D. (1998). Managing inflexible supply chains. International Journal of Logistics Management, 9, 2, 83. Lange, C. (2004, November). Extreme makeover: Supply chain edition. Chemical Market Report, 266, 16, 21. 14 15 Distillation is the separation of heavy crude oil into lighter groups (called fractions) of hydrocarbons. Naphtha is used in the production of gasoline and is the primary source from which petrochemicals are derived. 16 Cracking is the process of breaking down heavy oil molecules into lighter, more valuable fractions. 96 Milmo, S. (2001, July 23). BP bags Veba Oel following asset swap with E. ON. Chemical Market Reporter, 260, 4. Morton, R. (2003, October). Good chemistry in the supply chain. Logistics Today, 44, 10, 30. O’Dwyer, G. (1988, March 30). DSM, Kermira will swap plants. Chemical Week, 142, 13. Robert, B. (1995, July). A new dimension to shipping. Distribution, 94, 7. Robert, M. (1995, March 29). Hoechest, BP chemicals in PE swap. Chemical Week. Saha, S. (2003, November). Haldia’s Comeback. rediff. com. http://www. rediff. com/money/2003/nov/ 15haldia. htm. Schwartz, B. (2000, August). The crude supply chain. Transportation Distribution, 41, 8. Senge. (1990). The Fifth Discipline, the Art and Practice of the Learning Organization, Doubleday, New York, NY, Chapter 3. Sim, P. H. (2003, May 7). BASF Honeywell complete nylon swap. Chemical Week, 165, 17. Sim, P. H. (2002, August 14). Nova-BASF Styrene Swap â€Å"makes sense. † Chemical Week, 164, 32. Sterman, J. D. (1989). Modeling managerial behavior: Misconceptions of feedback in dynamic decision making experiment, Management Sciences, 355. 3, 321 – 39. Westervelt. R. (2002). Seeking greater supply chain efficiency through Whitfield, M. (2004, Sep 20 – Sep 26). A stronger link. European Chemical News, 81, 2116, R12. Young, I. (2005). Industry eyes big savings from supply chain collaboration. Chemical Week. Nov 2, 167, 36, 10. 97 How to cite Scm in Petroleum Industry, Papers

Trash Ocean free essay sample

Roughly 75% of our earth is covered with water (IDRC 2010). Many people think that when you dump trash into the ocean that nature will biodegrade. It can take up to hundreds of years for this trash to fully decompose. People need to take into mind that the tiniest piece of plastic can get trapped around animal’s necks, dumping garbage into the ocean can severely damage coral reefs which is home to many marine wildlife , and that red-tides can cause medical complications to animals and people. Our oceans are polluted with many types of trash, but one that really stands out is the amount of plastic that infects our oceans. Plastic  pollution in our ocean  strangles the food chain, and marine wildlife like dolphins, fish, and sea turtles have been found with plastic six-pack rings around their necks. (Figure 1. 1) Microscopic pieces of plastic are drifting like fish food throughout the water, mimicking plankton which is a food supply of most aquatic life (McLaughlin 2008). We will write a custom essay sample on Trash: Ocean or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page A very shocking stat I found was that after a quick calculation that estimated the debris at half a pound for every hundred square meters of sea surface, then multiplied by the circular area defined by our roughly thousand-mile course through the gyre, the weight of the debris was about 3 million tons (Moore 2003). (Figure 1. 2) Unlike most waste trashed into the ocean, most plastics do not biodegrade. Instead they photodegrade, a process where sunlight breaks them into progressively smaller pieces, which are still plastic polymers. In fact, the degradation eventually yields individual molecules of plastic, but these are still too tough for most anythingeven such indiscriminate consumers as bacteriato digest. Next time you throw away a cigarette butt, consider this: Many of the 4. 5 trillion cigarette butts thrown away each year are found in the stomachs of dead fish (Denis 2009). Figure 1. 1 Figure 1. 2 Figure 1. 2 is a disgusting mess. This is seriously harming our ocean and this is a crazy amount of plastic and should not be in the ocean. As you can see, this turtle has plastic attached to its body. It is very difficult for a turtle to get untangled from the plastic strands When I’m at home I don’t like to have garbage everywhere I walk and neither does the marine wildlife. When you throw even the tiniest piece of garbage into the ocean you are throwing it into a marine animal’s house! (Figure 2) Due to pollution of our oceans, the marine life is losing their homes. The coral reefs are slowly disappearing for many reasons and the pollution we dump into the oceans is not helping. Due to rising sea-surface temperatures, increasing  ocean  acidification, pollution  and overfishing, some fear that all 1,000 varieties of coral may be extinct by the end of the century (Wade 2010). Coral is disappearing around the world and this is causing many problems because coral provides shelter for around 25% of marine wildlife (Wade 2010). The reefs also act as a natural, coastal barrier to storm surge from hurricanes and typhoons and without them, natural disasters would cause much greater damage to places they hit. As seen in Figure 2 a plastic bag has been thrown into the water and ended up getting caught in a coral reef. This can harm the reef and even cause it to die Figure 2 There are other types of natural pollution that is very harmful to the ocean. Out of the thousands of species of algae, perhaps only a hundred are toxic. When these species occur, they can color the water and produce what are popularly referred to as red  tides (Solow 2005). Red-tides  are caused primarily by the toxic phytoplankton â€Å"Karenia brevis†, which is found on the west Florida shelf. Scientists say that submarine groundwater provides the missing nutrients and may trigger and maintain  red  tides  off west-central Florida (Weatherwise 2006). This type of phytoplankton has a toxin in it that can kill marine life and cause eye irritations and respiratory complications for humans and animals. Red-tides occur annually in the same area generally between August and March and were blamed for many deaths of species of fish, dolphins and other marine wildlife (Weatherwise 2006). Certain species of phytoplankton contain photosynthetic pigments that vary in color from green to brown to red, and when the algae are present in high concentrations, the water appears to be discoloured or murky, varying in color from white to almost black, normally being red or brown. Figure 3) Figure 3 shows a photograph of a red tide off the coast of La Jolla, California (P. Alejandro Diaz). Figure 3: In conclusion, as stated earlier, most of our planet is made up of water and us as humans are slowly destroying it by dumping are wastes and unwanted items. Don’t throw trash in someone else’s house because you wouldn’t like it very m uch if someone did that in your house. Next time you are on a beach and are done drinking your bottle of pop, don’t leave it on the beach, bring it back with you and dispose it properly.

Incite, Incentive, Incent, Incentivize

Incite, Incentive, Incent, Incentivize Incite, Incentive, Incent, Incentivize Incite, Incentive, Incent, Incentivize By Maeve Maddox The first two words in the title, incite and incentive, have been in the language a long time: incite (1483) verb: to urge or spur on incentive (1475) noun: something that arouses feeling or incites to action. The verbs incent and incentivize are later arrivals that currently offend the sensibilities of many speakers: Some neologisms deserve to be throttled, wrapped up in black plastic, and dropped into the deepest crevices of the  Marianas Trench as soon as they are created. Two such words are  incent  and  incentivize. –Writing, Clear and Simple (2007) Does it bug you when you hear a word that’s not really a word–Take this example: incent. I hear this all the time, especially in business. As in, â€Å"What can we do to incent our staff to work harder?† –Edit This Blog (2011) You receive incentives to incentivize you. What do you get when youre incented? Incents? Incention?–Commenter reacting to another reader’s defense of incent. The verb incent, a backformation of the noun incentive, has an OED entry that documents the forms incented and incenting, but none for plain incent. The earliest citation is from 1844: â€Å"Incented by the stupid ambition of an ignorant mother, she thought that the purse of the one was far superior to the heart of the other.† The most recent (1997) identifies incent as not quite standard by enclosing it in quotations: â€Å"Workers need to be ‘incented’ with bonuses, stock options, and dispersed decision-making.† The verb incentivize first appears on the Ngram Viewer in the late 1950s, but doesn’t make much of a showing until the 1980s, when it begins to soar. Since then it has become a staple of business vocabulary. How can health plans incentivize members to take care of their health? Use objective measures to incentivize midlevel providers for increased productivity. FDA outlines plan to incentivize high-quality manufacturing. All of the words in this group derive from Latin incendÄ•re, â€Å"to kindle, set on fire.† An incentive is something that provokes a person to action. â€Å"Incentive pay† is documented from 1943. The noun incentive in the sense of payment to encourage a worker dates from 1948. Some readers object to both incent and incentivize, preferring the phrase â€Å"offer incentives to,† or the verb motivate. Others reject incent, but accept incentivize, arguing that motivate does not have quite the same meaning: There really is a difference between incentives and motivation. What an incentive is â€Å"I am going to pay you to want what I want.† And as long as you pay people to want what you want they do it. The minute you stop paying them to want what you want, they stop. And they are not motivated to do anything. They were just incentivized to do just that. –Clayton Christensen, BBC InBiz podcast, September 6, 2012. Regardless of one’s aversion to the sound of incentivize, railing against it is futile. When a new word is perceived as filling a gap, it will prevail. Incentivize is here to stay, right along with amortize, alphabetize, anesthetize, burglarize, commercialize and all the other -ize verbs we may or may not find pleasing to the ear. Incent, on the other hand, is supremely expendable. For one thing, it is used with the same meaning as incentivize. For another, the sound is so close to incite and incense as to invite misunderstanding. Incite can be used with a neutral meaning, for example, â€Å"to incite interest,† but is usually used in the context of stirring up trouble, as in â€Å"to incite violence.† The verb incense (accent on the second syllable) means, â€Å"to provoke to anger,† as in â€Å"Failure to abide by these requirements could incense an already emotional worker and trigger unnecessary and irksome litigation.† An inattentive listener might misunderstand the motives of an employer who wants â€Å"to incent his workers.† At present, incite isn’t so much as a speck on the Ngram Viewer so it may not be too difficult to ignore it into oblivion. As for incentivize, speakers who can’t bear to utter the word have options: prompt drive motivate inspire stimulate influence encourage offer incentives bribe Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:16 Substitutes for â€Å"Because† or â€Å"Because Of†List of Greek Words in the English Language50 Synonyms for "Song"

Battle of San Jacinto in the Texas Revolution

Battle of San Jacinto in the Texas Revolution Battle of San Jacinto - Conflict Date: The Battle of San Jacinto was fought April 21, 1836 and was the decisive engagement of the Texas Revolution. Armies Commanders: Republic of Texas General Sam Houston800 men2 guns Mexico Antonio Là ³pez de Santa Anna1,400 men1 gun Background: While Mexican President and General Antonio Là ³pez de Santa Anna laid siege to the Alamo in early March 1836, Texan leaders gathered in Washington-on-the-Brazos to discuss independence.   On March 2, a formal declaration was approved. In addition, Major General Sam Houston received an appointment as commander-in-chief of the Texan Army. Arriving in Gonzales, he commenced organizing the forces there to offer resistance to the Mexicans. Learning of the Alamos fall late on March 13 (five days after its capture), he also received word that Santa Annas men were advancing northeast and pushing deeper into Texas. Calling a council of war, Houston discussed the situation with his senior officers and, being out-numbered and out-gunned, decided to commence an immediate withdrawal towards the US border.  This retreat forced the Texan government to abandon its capital at Washington-on-the-Brazos and flee to Galveston. Santa Anna on the Move: Houstons hasty departure from Gonzales proved fortuitous as Mexican troops entered the town on the morning of March 14. Having overwhelmed the Alamo on March 6, Santa Anna, who was eager to end the conflict, split his force in three, sending one column towards Galveston to capture the Texas government, a second back to secure his supply lines, and launched a pursuit Houston with the third. While one column defeated and massacred a Texan force at Goliad in late March, another harried Houstons army. Having briefly swelled to around 1,400 men, the Texan force began to erode as morale sunk during the prolonged retreat. Additionally, concern arose in the ranks regarding Houstons willingness fight. Concerned that his green troops would only be capable of fighting one major battle, Houston continued to avoid the enemy and was nearly removed by President David G. Burnet. On March 31, the Texans paused at Groces Landing where they were able to take two weeks to train and re-supply. Having ridden north to join his lead columns, Santa Anna first conducted a failed endeavor to capture the Texan government before turning his attention to Houstons army. Having departed Groces Landing, it had turned southeast and was moving in the direction of Harrisburg and Galveston.On April 19, his men spotted the Texas Army near the confluence of the San Jacinto River and Buffalo Bayou. Moving closer, they established a camp within 1,000 yards of Houstons position. Believing that he had the Texans trapped, Santa Anna elected to delay and postpone his attack until April 22. Reinforced by General Martà ­n Perfecto de Cos, Santa Anna had 1,400 men to Houstons 800. The Texans Prepare: On April 20, the two armies skirmished and fought a minor cavalry action. The next morning, Houston called council of war. Though most of his officers believed they should wait for Santa Annas assault, Houston decided to seize the initiative and attack first. That afternoon, the Texans burned Vinces Bridge cutting off the most likely line of retreat for Mexicans. Screened by a slight ridge that ran across the field between the armies, the Texans formed for battle with the 1st Volunteer Regiment in the center, the 2nd Volunteer Regiment on the left, and the Texas Regulars on the right. Houston Strikes: Quickly and quietly advancing, Houstons men were screened by Colonel Mirabeau Lamars cavalry on the far right. Not expecting a Texan attack, Santa Anna had neglected to post sentries outside of his camp, allowing the Texans to close without being detected. They were further aided by the fact that the time of the assault, 4:30 PM, coincided with the Mexicans afternoon siesta. Supported by two artillery pieces donated by the city of Cincinnati and known as the Twin Sisters, the Texans surged forward yelling Remember Goliad and Remember the Alamo. A Surprise Victory: Caught by surprise, the Mexicans were unable to mount an organized resistance as the Texans opened fire at close range. Pressing their attack, they quickly reduced the Mexicans to mob, forcing many to panic and flee. General Manuel Fernndez Castrillà ³n attempted to rally his troops but was shot before they could establish any resistance. The only organized defense was mounted by 400 men under General Juan Almonte, who were forced to surrender at the end of the battle. With his army disintegrating around him, Santa Anna fled the field. A complete victory for the Texans, the battle only lasted 18 minutes. Aftermath: The stunning victory at San Jacinto cost Houstons army a mere 9 killed and 26 wounded. Among the wounded was Houston himself, having been hit in the ankle. For Santa Anna, the casualties were much higher with 630 killed, 208 wounded, and 703 captured. The next day a search party was sent out to locate Santa Anna. In an attempt to avoid detection, he had exchanged his generals uniform for that of a private. When captured, he nearly escaped recognition until other prisoners began saluting him as El Presidente. The Battle of San Jacinto proved to be the decisive engagement of the Texas Revolution and effectively secured independence for the Republic of Texas. A prisoner of the Texans, Santa Anna was compelled to sign the Treaties of Velasco which called for the removal of Mexican troops from Texas soil, efforts to be made for Mexico to recognize Texas independence, and safe conduct for the president back to Veracruz. While Mexican troops did withdraw, the other elements of the treaties were not upheld and Santa Anna was held as a POW for six months and disowned by the Mexican government. Mexico did not officially recognize the loss of Texas until the 1848 Treaty of Guadalupe Hidalgo which ended the Mexican-American War. Selected Sources Texas AM: Battle of San JacintoTexas State Library: Battle of San JacintoSan Jacinto Battlefield State Historic Site

Correlation between the concepts of rights and law Essay

Correlation between the concepts of rights and law - Essay Example Human rights are literally the rights that one has simply because he or she is human. Donnely (1998, p. 3) posits to the effect that â€Å"human rights because they rest on nothing more than being human being, are universal, equal and inalienable. This means that everyone is entitled to human rights and is empowered by them regardless of creed or belief. Theoretically, Joel Feinberg: â€Å"To have a right is to have a claim to something and against someone, the recognition of which is called for by legal rules or, in the case of moral rights, by the principles of an enlightened conscience,† (1980 p. 159-160). Human beings should be treated as equal and their rights should not be violated by others. As going to be discussed in detail below, there are various institutions that are mainly concerned with protecting the rights of people in different countries. Different rights of people are also protected by the law in different countries and this is the reason why it can be said that there is a close relationship between the concepts of rights and law. In order to promote social cohesion, there is need to apply certain rules and regulations that are supposed to guide the conduct of human beings. On the other hand, the word law suggests the idea of rules which affect the lives and activities of people in different societies. Basically, it can be noted that law is shaped by various institutions but it can be noted that during the contemporary period, it mainly derives from the Constitution.

The 1958 Lituya Bay Megatsunami Term Paper Example | Topics and Well Written Essays - 2500 words

The 1958 Lituya Bay Megatsunami - Term Paper Example since about 1940, but in the years after that, the fiord – like bay had increasingly been used by fishermen ‘as an overnight anchorage for their trolling boats and as a refuge in bad weather’ (Miller, 1960). As the second half of 1958 dawned, a catastrophic event on an unprecedented scale occurred in what used to be a safe anchorage, causing a massive trail of destruction and taking two human lives. The eyewitnesses’ accounts, the subsequent observations and measurements docum-ented by Miller in great detail in his comprehensive report published by the U.S. Geological Survey, as well as the extensive survey conducted by Captain Elliot B. Roberts, all together, shed light on what had happened that day. On July 9, Pacific Standard Time, a major earthquake, with a magnitude of 7.9 on the Richter scale, although being reported by some sources as much as 8.3, occurred along the Fairweather Fault. The epicenter had been reported at latitude 58.6`N and longitude 137.1`W, at a point about 7.5 miles east of the surface trace of the Fairweather Fault and 13 miles southeast of the head of Lituya Bay (Brazee & Cloud, 1960). Based on the eyewitness accounts and on the field observations of his own on July 10, 1958, Miller stated that within 1 to 3 minutes after the earthquake, a giant wave front moved out from the head of the bay and ‘swept 7 miles along the shores to the mouth of Lituya Bay in about 4 minutes, destroying the forest over an area of 4 square miles and sinking two boats’ (Miller, 1960). Further in the same paper, Miller specified that due to the wave, the trees had been washed out to a maximum height of 1Â  720 feet, which is considered about eight times the maxim um altitude of damage ever attributed to a tsunami or to a localized wave of any kind (Miller, 1960). The proposed mechanisms responsible for the giant, 1Â  720 feet wave have been an object of subsequent research and analyses, like those of Pararas-Carayannis (1999), Mader (1999), Mader