USS Oriskany CV-34 US NavyAircraft Carrier

USS Oriskany CV-34 US NavyAircraft Carrier USS Oriskany (CV-34)   Overview Nation: United StatesType: Aircraft CarrierShipyard: New York Naval ShipyardLaid Down: May 1, 1944Launched: October 13, 1945Commissioned: September 25, 1950Fate: Sunk as artificial reef in 2006 Specifications (as built) Displacement: 30,800 tonsLength: 904 ft.Beam: 129 ft.Draft: 30 ft., 6 in.Propulsion: 8 Ãâ€" boilers, 4 Westinghouse geared turbines, 4 shaftsSpeed: 33 knotsRange: 20,000 miles at 15 knotsComplement: 2,600 men Aircraft 90-100 aircraft USS Oriskany (CV-34) Construction Laid down at the New York Naval Shipyard on May 1, 1944, USS Oriskany (CV-34) was intended to be a long-hull Essex-class aircraft carrier. Named for the 1777 Battle of Oriskany which was fought during the American Revolution, the carrier was launched on October 13, 1945 with Ida Cannon serving as sponsor. With the end of World War II, work on Oriskany was halted in August 1947 when the vessel was 85% complete. Assessing its needs, the US Navy redesigned Oriskany to serve as the prototype for the new SCB-27 modernization program. This called for the installation of more powerful catapults, stronger elevators, a new island layout, and the addition of blisters to the hull. Many of upgrades made during the SCB-27 program were intended to allow the carrier to handle the jet aircraft that were coming into service. Completed in 1950, Oriskany was commissioned on September 25 with Captain Percy Lyon in command. Early Deployments Departing New York in December, Oriskany conducted training and shakedown exercises in the Atlantic and Caribbean into early 1951. With these complete, the carrier embarked Carrier Air Group 4 and began a deployment to the Mediterranean with the 6th Fleet that May. Returning in November, Oriskany entered the yard for an overhaul which saw changes to its island, flight deck, and steering system. With the completion of this work in May 1952, the ship received orders to join the Pacific Fleet. Rather than use the Panama Canal, Oriskany sailed around South America and made port calls at Rio de Janeiro, Valparaiso, and Callao. After conducting training exercises near San Diego, Oriskany crossed the Pacific to support United Nations forces during the Korean War. Korea After a port call in Japan, Oriskany joined Task Force 77 off the coast of Korea in October 1952. Commencing air strikes against enemy targets, the carriers aircraft attacked troop positions, supply lines, and artillery emplacements. In addition, Oriskanys pilots had success in combating Chinese MiG-15 fighters. With the exception of brief overhaul in Japan, the carrier remained in action until April 22, 1953 when it left the Korean coast and proceeded to San Diego. For its service in Korean War, Oriskany was awarded two battle stars. Spending the summer in California, the carrier underwent routine upkeep before returning to Korea that September. Operating in the Sea of Japan and East China Sea, it worked to maintain the uneasy peace which had been established in July. In the Pacific Following another Far East deployment, Oriskany arrived at San Francisco in August 1956. Decommissioned on January 2, 1957, it entered the yard to undergo a SCB-125A modernization. This saw the addition of an angled flight deck, enclosed hurricane bow, steam catapults, and improved elevators. Taking over two years to complete, Oriskany was re-commissioned on March 7, 1959 with Captain James M. Wright in command. After conducting a deployment to the Western Pacific in 1960, Oriskany was overhauled the following year and became the first carrier to receive the US Navys new Naval Tactical Data System. In 1963, Oriskany arrived off the coast of South Vietnam to safeguard American interests following a coup detat which saw President Ngo Dinh Diem deposed. Vietnam War Overhauled at Puget Sound Naval Shipyard in 1964, Oriskany conducted refresher training off the West Coast before being directed to sail for the Western Pacific in April 1965. This was in response to the American entry into the Vietnam War. Largely carrying an air wing equipped with LTV F-8A Crusaders and Douglas A4D Skyhawks, Oriskany began combat operations against North Vietnamese targets as part of Operation Rolling Thunder. Over the next several months the carrier operated from either Yankee or Dixie Station depending on the targets to be attacked. Flying over 12,000 combat sorties, Oriskany earned the Navy Unit Commendation for its performance. A Deadly Fire Returning to San Diego in December 1965, Oriskany underwent an overhaul before again steaming for Vietnam. Resuming combat operations in June 1966, the carrier was struck by tragedy later that year. On October 26, a massive fire erupted when a mishandled magnesium parachute flare ignited in the forward flare locker of Hangar Bay 1. This flare led to the explosion of around 700 other flares in the locker. Fire and smoke quickly spread through the forward part of the ship. Though damage control teams were finally able to extinguish the fire, it killed 43 men, many of them pilots, and wounded 38. Sailing to Subic Bay, Philippines, the wounded were removed from Oriskany and damaged carrier began the voyage back to San Francisco. Back to Vietnam Repaired, Oriskany returned to Vietnam in July 1967. Serving as the flagship of Carrier Division 9, it resumed combat operations from Yankee Station on July 14. On October 26, 1967, one of Oriskanys pilots, Lieutenant Commander John McCain, was shot down over North Vietnam. A future senator and presidential candidate, McCain endured over five years as a prisoner of war. As had become a pattern, Oriskany completed its tour in January 1968 and underwent an overhaul at San Francisco. This complete, it arrived back off Vietnam in May 1969. Operating from Yankee Station, Oriskanys aircraft attacked targets on the Ho Chi Minh Trail as part of Operation Steel Tiger. Flying strike missions through the summer, the carrier sailed for Alameda in November. In dry dock over the winter, Oriskany was upgraded to handle the new LTV A-7 Corsair II attack aircraft. This work complete, Oriskany commenced its fifth Vietnam deployment on May 14, 1970. Continuing attacks on the Ho Chi Minh Trail, the carriers air wing also flew diversionary strikes as part of the Son Tay rescue mission that November. After another overhaul at San Francisco that December, Oriskany departed for its sixth tour off Vietnam. En route, the carrier encountered four Soviet Tupolev TU-95 Bear strategic bombers east of the Philippines. Launching, fighters from Oriskany shadowed the Soviet aircraft as they moved through the area. Completing its deployment in November, the carrier moved through its usual pattern of upkeep in San Francisco before returning to Vietnam in June 1972. Though Oriskany was damaged in a collision with the ammunition ship USS Nitro on June 28, it remained on station and took part in Operation Linebacker. Continuing to hammer enemy targets, the carriers aircraft remained active until January 27, 1973 when the Paris Peace Accords were signed. Retirement After conducting final strikes in Laos in mid-February, Oriskany sailed for Alameda in late March. Refitting, the carrier began a new mission to the Western Pacific which saw it operate in the South China Sea before conducting training in the Indian Ocean. The ship remained in region until mid-1974. Entering Long Beach Naval Ship Yard in August, work began to overhaul the carrier. Completed in April 1975, Oriskany conducted a final deployment to the Far East later that year. Returning home in March 1976, it was designated for deactivation the following month due to defense budget cuts and its old age. Decommissioned on September 30, 1976, Oriskany was held in reserve at Bremerton, WA until being struck from the Navy List on July 25, 1989. Sold for scrap in 1995, Oriskany was reclaimed by the US Navy two years later as the buyer had made no progress in demolishing the ship. Taken to Beaumont, TX, the US Navy announced in 2004 that the ship would be given to the State of Florida for use as an artificial reef. After extensive environmental remediation to remove toxic substances from the vessel, Oriskany was sunk off the coast of Florida on May 17, 2006. The largest vessel to be used as an artificial reef, the carrier has become popular with recreational divers. Selected Sources NavSource: USS OriskanyOriskany HistoryDANFS: USS  Oriskany  (CV-34)

Do standards hinder innovation in the IT Essay Example | Topics and Well Written Essays - 250 words

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Developing Supply Chain to Deliver WOW Essay Example for Free

Developing Supply Chain to Deliver WOW Essay Zappos.com is a privately held online retailer with an extensive product category mainly including apparel, footwear, handbags, and watches. Headquartered in Nevada, it primarily operates in the US with about 1,300 employees and revenues mounting to $635M in 2008. Thanks to its strength in offering an outstanding customer shopping experience and strong corporate cultures and values related to customer service, it was the largest online shoe retailer in 2008, with a positive growth outlook. However, in the face of possible economic downturn, its underlying insufficiencies in supply chain management and operations may pose a threat to the company’s long term profitability. Nevertheless, the opportunity of possible international expansion may well be exploited to improve sales and expand the business, but such decision still needs critical evaluation and feasibility assessment in whether Zappos can sustain its focus on outstanding customer service levels in such scenario. The online-retail industry in which Zappos operates is one in which the rivalry among existing competitors is high, as it is competing with both click-n-brick stores like Amazon, as well as traditional retail stores such as Footwear Inc which also have a strong focus on the shoe segment. However, the threat of new entrants is very low as a result of the high initial capitalization required for the start of business. There are a large number of buyers in the market. However, high price sensitivity and low switching cost strengthen the buyer`s position; continuing to attract such customers becomes one of the main challenges for Zappos during a likely scenario of economic downturn. Zappos will need to adopt strategies such as importing directly from foreign suppliers, committing to 5 day delivery through ground shipping as opposed to next-day air shipping, offering its own private label, and expanding its Powered by Zappos initiative. Company Value Chain: Problem Analysis External Analysis Porter’s 5 Forces The following is an evaluation of the external forces acting upon Zappos’ operations and their possible impact in the immediate and future performance of the company: Degree of Rivalry HIGH: While Zappos is a pioneer player in the online retail segment, in practice it is not only competing with other online retailers, but with brick-and-mortar stores in the traditional retail sector which have substantial experience in the market. Many other players offer similar products to those carried by Zappos’. Bargaining Power of Buyers MODERATE to HIGH: Given the many alternatives in the market, the switching cost for a customer to other retailers is very low. Consumers are becoming increasingly price-conscious, and with the small potential for differentiation in the non-fashion elite segment, the customer can easily find other similar product options, forcing retailers to offer lower pricing to remain competitive. Threat of New Entrants MODERATE TO LOW: The barriers to entry in the industry are extremely high, based on the large capital investment required. However the online retail business is still on its growth stages, which may attract new players and investors looking to capture potential markets. Bargaining Power of Suppliers LOW: Competition for both wholesaler / importer suppliers and direct manufacturers is intense and well established; therefore, the market itself drives the power of the many suppliers down. As discussed, there are many alternatives in the market such that no single supplier is dominant. Threat of Substitutes LOW: There are no substitute products available for most of the products which Zappos may offer to the public, so such threat is unlikely. SWOT Analysis Strengths Customer-Oriented Culture and Services Zappos has strong company culture and values, which have a large influence on all aspects of the business, including the supply chain. Zappos is always looking for new ways to WOW every customer and always treat every employee like family. The employees consider Zappos a fun place to work. In addition, Zappos` commitment to customer service satisfaction is clearly demonstrated by their value propositions and represents their core differentiation strategy. These are free shipping, guaranteed 5 day delivery (WOWing the customer, where 49% of customers will receive their product within 2 days), a 365 day return policy and 24/7 customer service. Unique Products and Innovation The core products that Zappos offers are designed to be distinctly different from the traditional shoes available in brick-and mortar stores. Zappos provides customizable product models and extensive product information to customers. For example, Zappos` site has a detailed d iscussion of gait that helps customers to determine which type of shoe is appropriate for them. Weaknesses Presence Limited to Online Market Although there are many online shoppers today and the number is still growing, Zappos is unable to reach the majority of retail shoppers by only having the online outlet channel. Relatively Low Profit Margin The revenue of Zappos in 2008 is $635 million, but the company policy on product returns makes up 35% of gross sales. This is definitely crippling Zappos profits. High Dependency on UPS Until 2008, Zappos has only one call center in Las Vegas and one distribution center in Shepherdsville, Kentucky. The distribution center is less than 30 minutes from the UPS hub in Louisville. This will make Zappos delivery highly dependent on UPS. Opportunities Rapid Growth of Online Shopping – Online purchasing has grown consistently year after year; the opportunity lies in capturing new online customers and retaining them. Technology Innovation In 2008, Zappos added more automation to its warehouse operations by installing a robotic system in which robots picked up shelves that contained the items to be picked, and brought the shelves to the workers. These new robots allow Zappos to ship a pair of shoes in as little as eight minutes. Technology advances will allow Zappos to increase the capacity and efficiency of its distribution centers, without having to build new centers. Build Strategic Alliances with Complementary Retailers Zappos could build synergies with similar-size online retailers which offer complementary products in an effort to broaden its customer base and target audience. Threats Economic Downturn Customers will become more price-conscious in difficult economic times, which will ultimately drive Zappos strategy in order to remain competitive in such scenario. Competitive Rivalry While Zappos is one of the pioneer players specialized in shoe-retailing, the trend is for established brick-and-mortar companies to start offering their products online, which may generate additional competitive pressures. Possible Security Breach for Online Retailer Zappos must address possible security breaches to its servers. Problem Statement Based upon the previous analysis, Zappos faces two major problems which may be detrimental to the company’s long-term success. Our aim here is to synthesize them in order to formulate a series of recommendations that the company could implement to solve the mentioned problems. Problem 1: Supply Chain Management The first problem that the company faces within its organization is related to supply chain management. We have identified three different sub-issues within this topic in which Zappos has room for improvement: Imports from wholesalers as an intermediary between Zappos and the manufacturers Due to the highly uncertain demand in the sector, having a wholesaler between Zappos and the brands that manufactures the product is a strategic problem for the company. When Zappos places an order, it is relying on the inventory that the wholesaler keeps in order to fulfill its need of supply. Furthermore, Zappos may find it difficult to secure its supply as the company grows, having no control over wholesaler import decisions. This is especially critical in a sector with unstable demand faced with global economic uncertainty. Zappos must devise supply chain-related strategies which provide the company with more flexibility in terms of profit margins in order to deal with more price-conscious customers in the future. Delivery to Zappos’ distribution centers from suppliers The company faces a problem in relation to inefficiency of partially loaded trucks arriving to unload to Zappos’ inventory facilities. As the case highlights, significant numbers of partially loaded trucks (LTL) arrive to unload products generating unnecessary traffic in the distribution center, subsequently slowing down the unloading process. There’s a need for Zappos to address this issue, ultimately affecting its whole operation’s efficiency. Inventory Management At this point, the company uses manual scanners to register incoming and outgoing stock from its distribution center. This may lead to inventory inaccuracies due to the high probability of human error to occur in the handling of the incoming and outgoing merchandise. It is of the utmost importance for Zappos to have accurate inventory information, not only in terms of its supply chain management, but also in maintaining customer service levels because of the potential of having inaccurate information on the website such that a customer may order a product which is actually out of stock. Problem 2: Growing the business Throughout the case it is been said that the company plans to expand. It is possible to grow the business in a national scale as well as internationally. The following issues need to be addressed by Zappos when evaluating company expansion: determining strategic locations for new facilities to store its inventory and achieve a good balance between supplier lead times and delivery times to the final customer. In addition, the company faces the decision of whether to continue having its distribution centralized in Kentucky. Moreover, Zappos needs to evaluate whether or not it is still feasible to use UPS ground shipping in the long-term. The company would also face a problem not only when trying to maintain its customer service levels and an efficient delivery, but also when trying to get new employees to share its corporate culture. Recommendations: Start Importing Directly from Foreign Manufacturers: Zappos should begin developing direct relationships with foreign manufacturers, especially with Chinese suppliers, starting by importing some products directly, instead of buying from North American wholesalers. This strategy has the following benefits: * Cost savings from purchasing the same products at lower prices, providing the company with more pricing flexibility at dealing with cost-conscious consumers in a difficult economy. * Distribution channel efficiency is increased by eliminating middlemen in the supply chain. In this sense, there is no need for products to be shipped from foreign suppliers to a wholesale distributor and from there to Zappos; Zappos can receive the product directly at their distribution center, reducing freight costs across the value chain as well as lead times. * A closer relationship with manufacturers might enable Zappos to obtain information regarding inventory levels, product availability, and or der status and timing. It is worth noting that even in cases where Zappos is still purchasing from a wholesaler (who in-turn imports from the manufacturer), the wholesaler can request the manufacturer to deliver directly to the Zappos distribution center, earning the lead time and cost benefits. Opt for Ground Shipping as Opposed to Next Day Air Shipping: Given the risk of failing to meet the next day delivery standards because of external factors, Zappos should only guarantee 5-day delivery. In this manner, the company will consistently overdeliver, with 99% of customers receiving their orders within 4 days. This strategy not only makes sense from a cost perspective, but it also goes hand-in-hand with Zappos’ culture of outstanding customer service. However, the option of next day air delivery should be made available to the customer for a premium rate. Sign a Contract with a Selected Trucking Company Specialized in Consolidation: In order to minimize LTL shipments to its distribution centers and mitigate the economic inefficiencies that LTL implies, Zappos should sign a contract with a major transportation and logistics company specialized in consolidation in order to handle Zappos order pick-ups from some of its remaining local suppliers, optimizing cargo capacity and delivering such products to the distribution center. This contract strategy would only be possible to implement in areas with high supplier concentration such as Southern California and Ontario. It is granted that such a strategy would require a long and difficult negotiation process between suppliers, the logistics company and Zappos; however, economies of scale benefits could be obtained from the large volumes to be handled and the cost savings distributed across the industry value chain. Search for Additional Partners and Expand â€Å"Powered by Zappos†: Powered by Zappos partners act as distributors of the products carried by Zappos. In this sense, finding new partners will generate additional revenues from both the fees of developing and running distributor websites and operations and from an expanded market base deriving from multiple websites offering Zappos products. Offer its own Zappos Private Label: Zappos could expand the business by offering its own private label; private labels offer the advantage of not purchasing from a third-party wholesaler which in itself is making a profit from the merchandise, allowing for more flexibility in terms of pricing and profit margins. Overall, by commercializing its own brand, Zappos can offer its private label merchandise at lower prices than the industry standards, while maintaining its profit margin. This strategy would be effective at dealing with price elastic customers in uncertain economic times. It must be noted that to achieve this, however, the company would need to develop internal design capabilities and source its private label through selected manufactures which meet their needs. In order to achieve the lowest supplier prices, supplier relationships would need to be developed through established contracts which may include exclusivity agreements. Based on the large volumes that Zappos handles through its established customer base, the strategy could also earn benefits from economies of scale and increased brand awareness. Do not Expand Internationally in the Short-Term: The huge capital investment required and the risk of affecting customer service levels makes international expansion undesirable in the short run. The company’s financial base must be strengthened further before pursuing such expansion, maintaining the focus on customer service that the company has been known for. Customer service is core to company values and culture and therefore cannot be compromised by any strategic decision. International expansion must be accompanied by the same training standards, staffing levels and passion for customer service at company call centers and order delivery must meet Zappos promise. This last factor could pose a special challenge, given that Zappos would be relying on couriers operating in different countries which may introduce a factor of uncertainty beyond Zappos control as to what levels of delivery performance can be met. Invest in an Automatic Scanning System for Inventory Control: In an environment where such accurate inventory information is required, the current manual scanning of goods entering and leaving the distribution center is inadequate. Errors in inventory control will inevitably have a negative effect on customer satisfaction in that the system may allow a customer to purchase a product that is in fact out of stock. A system which automatically scans incoming and exiting products (magnetic doorways or similar) guarantees inventory accuracy and goes hand-in hand with the core values of the company, making it a worthwhile and even necessary investment. Limitations * The capacity of the existing distribution center in Kentucky is unknown; therefore we are assuming that the current infrastructure will be enough to sustain the operations of the company to meet an increasing demand and market share in the short-term. * Suppliers which have their own fleet might be reluctant to agree to let Zappos do order pick-ups and deliver their products; however, our recommendation assumes that the suppliers are flexible in this sense. * A break-up of the company`s operational costs would be required in order to make better-informed strategy recommendations. The performed analysis is based on purely qualitative information. [ 1 ]. MGSC 602 Strategic Management of Operations Coursepack, Zappos.com: Developing a supply chain to deliver WOW, Stanford Graduate School of Business, Case GS-65, 02/13/09, page 276 [ 2 ]. MGSC 602 Strategic Management of Operations Coursepack, Zappos.com: Developing a supply chain to deliver WOW, Stanford Graduate School of Business, Case GS-65, 02/13/09, page 296 [ 3 ]. MGSC 602 Strategic Management of Operations Coursepack, Zappos.com: Developing a supply chain to deliver WOW, Stanford Graduate School of Business, Case GS-65, 02/13/09, page 273 [ 4 ]. MGSC 602 Strategic Management of Operations Coursepack, Zappos.com: Developing a supply chain to deliver WOW, Stanford Graduate School of Business, Case GS-65, 02/13/09, page 280 [ 5 ]. MGSC 602 Strategic Management of Operations Coursepack, Zappos.com: Developing a supply chain to deliver WOW, Stanford Graduate School of Business, Case GS-65, 02/13/09, page 276

Prudence Macintosh :: essays research papers

Prudence Mackintosh, a writer of both novels and magazines articles, was born and raised in Texarkana and now lives in Dallas where she raised her family. Mackintosh went to college at the University of Texas in the sixties. She wrote and still is writing about Texas womanhood and what it is like to be a mother in Texas. Prudence Mackintosh has influenced the world's perception of Texas and the rest of the West through her humorous writing about everyday life in Texas. Prudence Mackintosh has three sons who are grown up now that she raised in Highland Park. All three boys are different. Her oldest son is very well organized and willing do anything she asks him to do, her middle son is very disorganized, and the youngest son is very adventurous. Mackintosh supported them in their decisions and always helped them know how to chose right from wrong. Mrs. Mackintosh wrote a story about when her oldest son he didn't want to play football anymore, and how all the other boys made fun of him. To help him, she wrote a story telling how not all boys had to play football to be tough. Prudence Mackintosh's mother and father were the main influences as she was growing up. She was born into a family of writers, who both worked for the newspaper, her mother wrote articles and her father did editing. Her parents took her to their office where she observed the hectic yet exciting environment of the writers using adult language that children shouldn't hear. So she grew up to think that writing was the job for her. Besides her parents, Maya Angelou was another huge influence on Mrs. Mackintosh. Angelou and Mrs. Mackintosh grew up only twenty five miles apart, but there lives were extremely different. Maya Angelou is sixteen years older so she started her writing career when Prudence Mackintosh was a child. Mackintosh says, "Maya Angelou's first book, "I Know Why the Caged Bird Sings", was an especially strong stuff for me. Maya Angelous' black childhood experiences in Stamp, Arkansas, occurred only twenty-five miles and sixteen years from her very different white childhood in Texarkana, Texas. Angelou's writings influenced her views on racism in her small town. An old friend of hers from college became editor of Texas Monthly Magazine. He remembered how fabulous a writer Mackintosh was from their college years. Their first meeting was in a poetry class when he laughed at her name.

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Introduction Today’s marketers are looking for other approaches to communicate and connect with their target audience and a technique that is receiving more and more attention over the past decade is product placement. Product placement is not a new concept, but it has become much more prevalent in recent years. It is not only due to the changes to the way viewers are watching television, but also for the advent of new technologies. This marketing communications technique is evolving. While before companies tended to sponsor a film, or TV series, now they are buying space within the programme. With this new concept, companies can cut money on very expensive advertisement, and film producers and TV networks can get extra sources of funding for production. Moreover, advertisers are aware that seeing your favourite TV series character sipping a Coca-Cola, using an iPhone or driving a Toyota, can have a far more persuasive effect on viewers due to the emotional connection to the story and characters. Car manufacturers are one type of company that are making the most of product placement, and are signing deals with broadcasting networks and film producers to have their vehicles appearing and characters talking about all the amazing features of a specific car model. Toyota is by far, the company investing the most in the use of product placement, and in fact is trying to impose their presence, not only during episodes of certain TV series, but also dictating the rules to certain TV networks to have dedicated pages on their websites. Marketing Communications It is difficult to find a universal definition of marketing communications, and there are many different orientations regarding the subject. The table below summarises the main ... ...tial effects on consumers’ memory and brand attitudes. Prominent placements are most likely to be remembered, but they have a positive influence on the consumers’ attitude toward a brand only if they are consistent with the plot (Wilbur, Goeree and Ridder, 2008). American consumers, for example, are more likely to buy a product that was shown in a movie, and American students prefer product placement in films to traditional advertising (Lee and Chung, 2009). Moreover, households appear to have better attitudes to product placement, followed by adults 25- 54 and adults 18-49 (Wilbur, Goeree and Ridder, 2008). Overall results of recent studies indicate that consumers are incline to have positive or neutral attitudes towards product placement and that the effect of it can differ depending on consumers’ specific differences in their personalities (Ju and Tinkham, 2011).