The Five Tasks

Initiatives are broad programs. Each initiative will have one or more action plans that define individual implementation projects. These take the form of arrows showing activity in Phases 2 and 3. The length of the arrows 

Task 3, Forging Supply Chain Partnerships, is the next longest in terms of duration. Phase 2 will probably develop partnership requirements, and Phase 3 will probably implement them. Of course, the nature of the partnership will determine the length of time it takes to implement. Also, there are likely to be multiple partnerships for each sphere. One set might be supplier-related, focusing on incoming material. The other set may look downstream to use partnerships to expand company space in the supply chain to better meet the needs of customers. 

Changes to information systems, implemented as part of Task 4, will probably require more time. Some organizations will require major additions to their capability. Others will modify their existing structure in response to process changes. These include the addition of partnerships and cost reduction projects. 

Task 5, Removing Cost from the Supply Chain, has the longest time line. Normally, it can t be totally complete until systems changes are implemented. Certainly there is opportunity to reduce cost in most cases within the current systems environment. This is reflected by the shorter arrow, which shows a completed initiative in Phase 2. Also a cost reduction initiative may be based on a reconfiguration of physical locations — which usually requires a longer-term transition. 

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The ASCE Petrochemical Energy Committee was organized by A. K. Gupta in 1991 and initially chaired by Curley Turner. Under their leadership the Five task committees were formed. More recently, the Committee has been chaired by Joseph A. Bohinsky and Frank J. Hsiu. 

We begin by summarizing the five tasks for better SCM, shown in Table 5.6. These tasks are not necessarily new. Managers have always developed strategies, measured employees, cut costs, implemented new systems, and sought out partners for cooperative efforts. However, the need for better SCM requires new ways of performing old tasks. 

To structure this book, we separated the challenge into five tasks for management. Our techniques and tools are organized along those five tasks. Mastery of effective supply chain management will require competency in all five tasks. Figure II.1 shows the five tasks and their relationship to each other. 

The following paragraphs provide an overview of the five tasks. The reader will find an introduction to each task and the coverage of the subject in separate sections dedicated to each topic. 

The shaded competency on the lower right in Figure 17.2 can represent a competency in the five tasks that constitute SCM. One would certainly agree that Wal-Mart and Dell possess potent core competencies in SCM that are the foundation of their successes. 

This part describes ways to better perform the five SCM tasks we have defined. The five tasks and the associated chapters are shown in the table. 

Table 2. Most prevalent accident mechanism (within the five tasks identified in Table 1). ...

The following sections provide an overview of the five tasks. 

The five tasks will draw on an organization s resources in new ways. However, as a practical matter, most companies operate along the lines of traditional functions, organized into separate departments. Examples in a manufacturing company are procurement, engineering, manufacturing, and distribution. People in these fxmctions naturally become the "experts." Too infrequently, people move from one function to another. Over time they know more and more about the business of the department and less and less... 

Our task structure provides a framework for structuring deliverables and organizing initiatives. The five tasks described in our Section II chapters frame the deliverables. We can reorder these tasks according to how they fit into the three phases. Figure 31.2 aligns the tasks with the appropriate phases. 

Participants were first briefed about the experiment, and familiarised with each of the five tasks. The experimenter told participants that they would be interrupted every 30 seconds and asked to verbally state their interruptability. Participants were told to... 

The best way to approach the retrofit synthesis of the heat-exchanger network is to model all five tasks simultaneously. A mixed-integer nonlinear programming model is usually formulated to accomplish this goal. 

In Chapters Three, Five, and Six, the MEN-synthesis techniques dealt with cases where the separation task was defined as part of the design task. Streams to be... 

A slightly more detailed airway organization suggested by the ICRP Task Group on Lung Dynamics divides the airway into five regions nasal... 

The first task when running any liquid-phase NMR experiment is the selection of a suitable solvent. Obvious though this sounds, there are a number of factors worth careful consideration before committing precious sample to solvent. A brief glance at any NMR solvents catalogue will illustrate that you can purchase deuterated versions of just about any solvent you can think of but we have found that there is little point in using exotic solvents when the vast majority of compounds can be dealt with using one of four or five basic solvents. 

The methodology described below outlines five steps I through V to establish the model balances. The first task is to define the system by choosing the balance or control region. This is done using the following procedure ... 

The fragility of the five data types will depend on the specific circumstances of the incident. It is not possible to offer a prescribed priority. In general, historical paper data such as procedures, maintenance records, and drawings are less fragile than people and physical data. The team should identify time-sensitive data as one of its first tasks, prioritize the data, and implement measures to collect or preserve the data. 

The Nordic Expert Group for Criteria Documentation of Health Risks from Chemicals (NEG) consisted of scientific experts from the five Nordic countries representing different fields of science, such as toxicology, occupational hygiene, and occupational medicine. The main task was to produce criteria documents (Figure 3.10) to be used by the regulatory authorities of the Nordic countries as the scientific basis for setting Occupational Exposure Limits (OELs) for chemical substances. 

We are also very pleased that Professor Helmut Knozinger has agreed to join us as co-editor, having just completed the enormous task of coediting the five-volume Handbook of Heterogeneous Catalysis published by Verlag Chemie. We have already benefited from his collaboration in the preparation of the present volume we extend a wholehearted welcome to him. 

Our first task is to show that the five Platonic solids do, in fact, represent all the possibilities. This is quite easy to do. 

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