Krakatoa Volcano Eruption of 1883

The eruption of the volcano at Krakatoa in the western Pacific Ocean in August 1883 was a major disaster by any measure. The entire island of Krakatoa was simply blown apart, and the resulting tsunami killed tens of thousands of people on other islands in the vicinity. The volcanic dust thrown into the atmosphere affected the weather around the world, and people as far away as Britain and the United States eventually began to see bizarre red sunsets caused by particles in the atmosphere. It would take years for scientists to connect the spooky red sunsets with the eruption at Krakatoa, as the phenomenon of dust being thrown into the upper atmosphere was not understood. But if the scientific effects of Krakatoa remained murky, the volcanic eruption in a remote part of the world had a nearly immediate impact on heavily populated regions. The events at Krakatoa were also significant because it was one of the first times that detailed descriptions of a colossal news event traveled around the world quickly, carried by undersea telegraph wires. Readers of daily newspapers in Europe and North America were able to follow current reports of the disaster and its enormous implications. In the early 1880s Americans had grown used to receiving news from Europe by undersea cables. And it wasnt unusual to see happenings in London or Dublin or Paris described within days in newspapers in the American West. But the news from Krakatoa seemed much more exotic, and was coming from a region which most Americans could barely contemplate. The idea that events on a volcanic island in the western Pacific could be read about within days at the breakfast table was a revelation. And so the remote volcano became an event that seemed to make the world grow smaller. The Volcano at Krakatoa The great volcano on the island of Krakatoa (sometimes spelled as Krakatau or Krakatowa) loomed over the Sunda Strait, between the islands of Java and Sumatra in present day Indonesia. Before the 1883 eruption, the volcanic mountain reached a height of approximately 2,600 feet above sea level. The slopes of the mountain were covered with green vegetation, and it was a notable landmark to sailors passing through the straits. In the years preceding the massive eruption several earthquakes occurred in the area. And in June 1883 small volcanic eruptions began to rumble across the island. Throughout the summer the volcanic activity increased, and tides at islands in the area began to be affected. The activity kept accelerating, and finally, on August 27, 1883, four massive eruptions came from the volcano. The final colossal explosion destroyed two-thirds of the island of Krakatoa, essentially blasting it into dust. Powerful tsunamis were triggered by the force. The scale of the volcanic eruption was enormous. Not only was the island of Krakatoa shattered, other small islands were created. And the map of the Sunda Strait was changed forever. Local Effects of the Krakatoa Eruption Sailors on ships in nearby sea lanes reported astounding events associated with the volcanic eruption. The sound was loud enough to break the eardrums of some crewmen on ships many miles away. And pumice, or chunks of solidified lava, rained from the sky, pelting the ocean and the decks of ships. The tsunamis set off by the volcanic eruption rose as high as 120 feet, and slammed into the coastlines of the inhabited islands of Java and Sumatra. Entire settlements were wiped away, and it is estimated that 36,000 people died. Distant Effects of the Krakatoa Eruption The sound of the massive volcanic eruption traveled enormous distances across the ocean. At the British outpost on Diego Garcia, an island in the Indian Ocean more than 2,000 miles from Krakatoa, the sound was clearly heard. People in Australia also reported hearing the explosion. It is possible that Krakatoa created one of the loudest sounds ever generated on earth, rivaled only by the volcanic eruption of Mount Tambora in 1815. Pieces of pumice were light enough to float, and weeks after the eruption large pieces began drifting in with the tides along the coast of Madagascar, an island off the east coast of Africa. Some of the large pieces of volcanic rock had animal and human skeletons embedded in them. They were grisly relics of Krakatoa. The Krakatoa Eruption Became a Worldwide Media Event Something that made Krakatoa different from other major events in the 19th century was the introduction of the transoceanic telegraph cables. The news of Lincoln’s assassination less than 20 years earlier had taken nearly two weeks to reach Europe, as it had to be carried by ship. But when Krakatoa erupted, a telegraph station at Batavia (present day Jakarta, Indonesia) was able to send the news to Singapore. Dispatches were relayed quickly, and within hours  newspaper readers in London, Paris, Boston, and New York were beginning to be  informed of the colossal events in the distant Sunda Straits. The New York Times ran a small item on the front page of August 28, 1883 — carrying a dateline from the day before — relaying the first reports tapped out on the telegraph key in Batavia: â€Å"Terrific detonations were heard yesterday evening from the volcanic island of Krakatoa. They were audible at Soerkrata, on the island of Java. The ashes from the volcano fell as far as Cheribon, and the flashes proceeding from it were visible in Batavia.† The initial New York Times item also noted that stones were falling from the sky, and that communication with the town of Anjier â€Å"is stopped and it is feared there has been a calamity there.† (Two days later the New York Times would report that the European settlement of Anjiers had been â€Å"swept away† by a tidal wave.) The public became fascinated with the news reports about the volcanic eruption. Part of that was due to the novelty of being able to receive such distant news so quickly. But it was also because the event was so enormous and so rare. The Eruption at Krakatoa Became a Worldwide Event Following the eruption of the volcano, the area near Krakatoa was enveloped in a strange darkness, as dust and particles blasted into the atmosphere blocked sunlight. And as winds in the upper atmosphere carried the dust great distances, people on the other side of the world began to notice the effect. According to a report in the Atlantic Monthly magazine published in 1884, some sea captains had reported seeing sunrises that were green, with the sun remaining green throughout the day. And sunsets around the world turned a vivid red in the months following the Krakatoa eruption. The vividness of the sunsets continued for nearly three years. American newspaper articles in late 1883 and early 1884 speculated on the cause of the widespread phenomenon of blood red sunsets. But scientists today know that dust from Krakatoa blown into the high atmosphere was the cause. The Krakatoa eruption, massive as it was, was actually not the largest volcanic eruption of the 19th century. That distinction would belong to the eruption of Mount Tambora in April 1815. The Mount Tambora eruption, as it happened before the invention of the telegraph, was not as widely known. But it actually had a more devastating impact as it contributed to bizarre and deadly weather the following year, which became known as The Year Without a Summer.

Ralph s Leadership Transformational Leadership Essay

We have potential to take Palmer’s order and increase our profit, and we need everyone in Johnsonville participate in making this decision. First of the, Johnsonville’s organization structure has changed from centralization into decentralization, which means the decision making is first concentrated at a single point in an organization, but now it is more flexible and decentralized (437). Second of all, since Ralph’s leadership style has changed from charismatic leadership into transformational leadership. According to the textbook, â€Å"as a manager, you can shape the culture of your work environment, sometimes as much as it shapes you† (490). Transformational leadership provided the foundation to inspire his employees to transcend their own self-interests and who are capable of having a profound and extraordinary effect on follower (345). In Palmer’s case, Ralph’s transformational leadership style could heavily impact the future welfare of the company. In order to make everyone clear about the business and the situation they will encounter, it is better to sit down with Johnsonville people and have them all involved in that decision process. After all, this has become part of the Johnsonville culture. What is better is that nowadays, the team leaders and supervisors in different areas and departments are the ones that best knowledge about their operations. According to the book, specialization can make operations more efficient (455). Their invaluable and insightful inputsShow MoreRelatedWilliam Golding s Lord Of The Flies1389 Words   |  6 Pagessome important and challenging questions about differing leadership styles as well as good and ‘evil’ actions. Lord of the Flies, published in 1982 was written by William Golding. He begins with a scene similar to what I previously described. A plane full of boys are stranded on a deserted island. When, older member, Ralph is elected leader, it is hoped that he will have the knowledge to keep the group alive until they can be rescued. Ralph, in turn, creates rules, methods of being rescued (smokeRead MoreLeadership Theories Taxonomy Final Essay2129 Words   |  9 Pagesï » ¿ Taxonomy of Leadership Theories Yvette Primous-Flowers Walden University . Taxonomy of Leadership Theories The term â€Å"leadership† has been inflated for many years by countless scholars from various disciplines such as sociology or philosophy, psychology or business. Extensive research has been done revealing new and innovative theories explaining the sensation of â€Å"leadership†. As with any new theory or science solving the task to identify or justify ones, opinion takes on a life of its ownRead MoreLeadership Theories Of Leadership And Leadership1356 Words   |  6 Pagesleader and leadership. Leadership is a broad term, open to interpretation. Leadership development begins with the simple realization that you want to be a leader. This literature review examines and evaluates major theories of leadership and summarizes findings from empirical research on leadership. Discuss the concept of leadership with a particular focus on the role leadership, such as collegiate organization. This literature will conclude with recommendation to enhance student leadership. Lead ershipRead MoreEmotional Intelligence And Effective Leadership1426 Words   |  6 Pages Assignment 1: Emotional Intelligence and Effective Leadership Vigilkumar C. Patel BUS520: LEADERSHIP AND ORGANIZATIONAL BEHAVIOUR Dr. Eartha Eve Barnett October 29th 2015 â€Å"Emotional Intelligence and Effective Leadership†, one of the most important constructs in leadership today is the concept and application of emotional intelligence (EI). Emotional Intelligence (EQ or EI) is a term created by two researchers named Peter Salavoy and John Mayer who developed it as a psychological theoryRead MoreAnalysis Of The Aladdin 787 Words   |  4 Pagesinstitutions and professionals. BlackRock started its operations in 1988 and was founded by eight people; Larry Fink, Robert S. Kapito, Susan Wagner, Barbara Novick, Ben Golub, Hugh Frater, Ralph Schlosstein, and Keith Anderson.They started this organization with a shared view of providing asset management and risk management services to institutional clients. Transformational leadership and advanced technology paved the way for BlackRock’s success. BlackRock has its own investment platform called AladdinRead MoreCode Of Conduct For A Behavioral Health Center1586 Words   |  7 Pagesdevelopment of projects and programming to advance Clear Mind’s overall objectives. The CIO sets the overall direction for technology through strategic planning and evaluation. Dan pr ovides leadership, planning and management for all areas of information technology strategy, development and implementation. Dr. Ralph Allen, PhD., serves as the chief psychiatrist. Dr. Allen is the senior psychiatrist. He has the duty to lead and guide the whole behavioral health department. He is also the one responsibleRead MoreLeadership in Innovation4900 Words   |  20 PagesLEADERSHIP The activity of leading a group of people or an organization or the ability to do this. Leadership involves (1) establishing a clear vision, (2) sharing that vision with others so that they will follow willingly, (3) providing the information, knowledge and methods to realize that vision, and (4) coordinating and balancing the conflicting interests of all members and stakeholders. Leadership is organizing a group of peopleRead MoreTeam Conflict Development : Team Dynamics Theories1788 Words   |  8 Pagesconflict management is The Thomas–Kilmann Conflict Mode Instrument (TKIâ„ ¢). The instrument was created to a developed assist to help organizations in manger conflict. Thomas–Kilmann worked on this project for more than 40 years. Dr. Ken Thomas, PhD and Ralph Kilmann, PhD, are professors at the University of Pittsburgh. The Managerial Grid Model of Blake and Mouton, was also developed by Dr. Thomas and Dr. Kilmann. They create this tool so people would be able to implement the model quickly and the Read MoreEssay about Compare and Contrast Leadership Theories9999 Words   |  40 PagesLeadership From Wikipedia, the free encyclopedia Leadership has been described as the â€Å"process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task†. Definitions more inclusive of followers have also emerged. Alan Keith of Genentech states that, Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen. According to Ken SKC Ogbonnia, effective leadership is the abilityRead MoreAn Assessment Of Competencies Of Team Leaders9717 Words   |  39 Pagesc. That any specific direction or advice received as to the conduct of the work is properly acknowledged. d. I understand that the Report becomes the property of the College upon submission. †¢ Student Last Name:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Jarvis †¢ Student First Name(s):†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Jerrod †¢ Student Identification Number:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.1009010056 †¢ Programme/Department of:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....Occupational Safety Health and the Environment. †¢ Course Number and Course Title:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..OSH 260 Research Paper †¢ Thesis/Report Title:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ An Assessment

Coleman Art Museum Case free essay sample

Coleman Art Museum I. Summary of Facts A. Market – education and entertainment 1. Coleman Art Museum (CAM) a. Not-for-profit corporation b. Members: 85% college educated, 60% over $70,000 income, 50% over 40 years old, 98% white c. Dependent on contributions/endowments/membership 2. Special Exhibitions 3. Economic market a. Client – monopolistic competitions b. Contributor – monopolistic competition with oligopoly overtones B. Product 1. Has over 15,000 works of art in permanent collection a. Pre-Columbian art b. African art c. Pre-Depression art d. European and American decorative arts 2. Memberships 3. Special Exhibits 4. Private showings/ fundraising 5. Restaurant, gift shops, parking 6. Benefits a. Client (patron) 1) Core – experience art 2) Education 3) Entertainment 4) Socialization 5) Self-esteem b. Contributor (government/organization/member) 1) Core Fulfillment of cultural mandate 2) Success of local social endeavor 3) Altruism 4) Self esteem and prestige 5) Reciprocity 6) Tax savings 7. PLC – maturity C. Price 1. Public institution no charge for viewing permanent collection 2. $3. 00 to $5. 00 charged for special exhibitions 3. 2004 MMAH membership CategoryNumberRevenueBenefit Cost a. Regular $50 13,672$639,664$631,016 b. Associate $100 2,596234,87181,903 c. Collector $25036481,41564,135 d. Patron $50010248,10039,135 e. Partner ,500 604815,66699,567 f. We will write a custom essay sample on Coleman Art Museum Case or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Director’s Club $5,00091406,67315,975 g. Corporate205125,576 4. Elasticity – relatively elastic to relatively inelastic with price clusters D. Promotion 1. Little promotion of unique aspects of CAM’s collection or emphasis on historical context 2. Promotion of special exhibits and activities via press releases and close relationship with local media 3. Educational outreach programs and lending performance space 4. Advertisements for special exhibitions aired on local radio and newspapers 5. Member recruitment/renewals a. Mail and telephone solicitations focus on $50 to $250 personal membership categories b. Personal solicitations used for $500 to $5,000 personal and corporate membership categories c. Membership parties, special previews, and inserts in monthly CAM calendar 6. Expansibility – non-expansible E. Place 1. Universal City, Fannel County, a large metropolitan area in the western U. S. 2. Four story building situated in the downtown adjacent to skyscrapers a. Unremarkable structure- â€Å"marble box†, unclear to many it is an art musuem b. Convenient location for shoppers, food, parking 3. Channel a. (Agent ) CAM – consumer/user [client service channel] b. Manufacturer – Distributor – CAM consumer/user [products channel] c. Contributor – CAM – Client [contributor channel] F. Other 1. Museum image a. Referred to as â€Å"marble box† by its critics b. Building is anonymous c. Public status engenders misunderstanding d. No image in mind of the public (director’s opinion) e. Research revealed two distinct images 1) Nondescript â€Å"non-image† 2) Only for specific people f. Viewed by membership as community organization with a cachet of class 2. Membership renewals a. $50: 70% do not renew after 1st year, 50% of 2nd year renewals renew every year b. $100 $500: 60% renewal rate c. $1,500 $5,000: 85% renewal rate d. Corporate: 75% renewal rate for all categories 3. Auxiliary activities a. Gift shop b. Skyline Buffet restaurant c. Parking II. Problem/Opportunity A. Primary – deteriorating financial condition B. Secondary 1. Unclear public image 2. Rely heavily on contributions 3. Membership is suboptimized 4. Narrow target market 5. Unproductive auxiliary services 6. Lack of integrated marketing communication (IMC) program III. Recommended Action A. Primary – Increase incentives to become a member B. Secondary 1. Undergo minor renovations to outside building to emphasize it is a museum 2. Increase benefits for contributors and higher membership types to ensure members continue to contribute and value the product. 3. Increase benefits for remaining a member such as increased benefits and services with every renewal. 4. Focus on restaurant/ parking/ gift shop to attract a wider local audience since they are attractive items for everyone in a downtown area not only art people. 5. Improve quality and capacity to attract people not necessarily interested in art but in a place to eat/ park/ shop. 6. Market penetration

The Giant Awakens Sheen Software Systems

Question: Discuss the Topic on the Giant Awakens for Sheen Software Systems. Answer: Factors that Make China a Successful Option for Delivering Xins Expectation Frank Xin selected China, for his offshore outsourcing. Several factors led China a successful option for delivering Xins expectation. He had used all the current appearance of the outsourcing industries in China. After that, he selected Shanghai, in China. Shanghai was selected as a place because of the buzz and due to the presence of some of his family ties. According to Xin, if Shanghai would be expensive for him to afford he will select any other city with tech parks that are nearby to Shanghai. There were two options before him such as to set up a captive office and entering into a joint venture (Zhang and Huang 2012). According to the first option, he can set up a captive office that would be a subsidiary for Sheen-US. The second option would help him in entering into a joint venture with any obtainable firm. In a deal with Shanghai, he would sign a contract and on the other hand Shanghai would help Xin in allocating some of its staff to Sheen, which is one of the most important advantages. Xin access China because he had multiple choices before him. Xins main concern is in Tech Park, which is situated in Pudang (Dou et al. 2013). The rate of Pudang is slightly cheaper in Shanghai as compared to other cities. Being an associate of Tech Park he will get many advantages such as monetary benefit, does not have to pay income tax, reduction on taxes, etc. All these factors were advantageous according to Xin for delivering his expectation. Therefore, he started setting up his offshore policy by presence the international IT outsourcing peak at an elegant hotel in Shanghai (Armalyte et al. 2013 Reason for Assessing China as Compared to other Possible offshore and onshore option Xin had used all the new appearance of the outsourcing companies in China. Firstly his concern was in Software Park in Pudang, which was a recently built region in eastern Shanghai. He found that Pudang rates are very low as compared to rest of the city. Pudang rates for Shanghai are 55 whereas rest of the city has 70-80. According to Dou et al. (2013), being an associate of a park that is related to software, even if he did not live there he can provide Sheen with monetary benefits such as income tax for the initial three years, 50% reduction in taxes for 5 years, etc. All these favorable factors led Xin to assess China as a location as compared to other possible offshore or onshore regions. Establishment of business relation in China is much important than surface level networking. The economy of China is flourishing at a faster rate while the culture is deep rooted in its history. Building relationships whether it is business related or not grows at a slower pace. For conducting business in China, one should need a local intermediary, an agent who can represent the interest, provide a right introduction, negotiate agreements, etc. Examining and insisting on all the points of supply chain management by continuing with the direct approach. This will be helpful in providing the requirements and needs of the company to the manufacturers ( Vaidhyanathan et al. 2013). Auditing the factory or factories and inspecting those products that are made by them on a regular basis. Therefore, Xin started setting up his offshore policy by attending the worldwide IT outsourcing meeting at an elegant hotel in Shanghai. The two-day conference mainly focuses on the offshore outsourcing. Sh anghai Municipal Foreign Economic Relation and Trade Commission, the Shanghai Municipal and Formalization Commission and other organization, organized the conference (Zhang and Huang 2012). Process to Set up Service in China There were many steps that Xin should follow in order to set up his outsourcing business in China. Xin has to proceed according to the following steps. Xin must follow all the above steps in order to set up his outsourcing business in China. The steps are: For conducting business in China, one should need a local intermediary, an agent who can represent the interest, provide the right introduction, negotiate agreements, etc. Secondly, it is very much important to choose the manufacturer of the product. Exhibitors include companies, which helps in making everything starting from electronics products to building material and chemical goods (Zhang and Huang 2012). Establishment of business relation in China is much important than surface level networking. The economy of China is flourishing at a faster rate while the culture is deep rooted in its history. Building relationships whether it is business related or not grows at a slower pace. Therefore, it is very much important to create a good bonding or business relationship for outsourcing business in China(Vaidhyanathan et al. 2013) Needs and requirements of the company must be properly stated to the manufacturer. Examining and insisting on all the points of supply chain management by continuing with the direct approach. This will be helpful in providing the requirements and needs of the company to the manufacturers (Dou et al. 2013) Auditing the factory or factories and inspecting those products that are made by them on a regular basis. Arranging for shipping of the product or products to the business or warehouse Xin must follow all the above steps in order to set up the outsourcing business in China. Therefore, he started setting up his offshore policy by attending the international IT outsourcing summit at a graceful hotel of Shanghai. The two-day conference mainly focuses on the offshore outsourcing. Risk Awareness and Preparation Plan Outsourcing Manufacturing to China can cause a huge threat to any business especially when the organization does not have any idea regarding outsourcing. The outsourcing operation is a cost effective move, but when companies are not aware of the intrinsic risks, then the operations costs more than the anticipated savings. This led suppliers and sharing channels at risk. Problems like misunderstanding, operational misconduct, ethical standards, etc. causes legal ethical and operational problems. There are many dangers, for which Xin have to be prepared. The dangers are: Exact requirement for quality control specification which is relayed to the full extent cannot be met. Sometimes, the product does not meet the import rules and regulation of the country, which can pose threat to the outsourcing business. Shipping delay creates problems because of which sometimes they are unable to do anything. To avoid this type of problems, Xin has to be careful. Employee theft and backdoor sales are considered dangerous for outsourcing business. Intellectual property is infringed if an individual is unaware how to protect himself in a foreign country. It is very much necessary to know how to save an individual in a foreign market (Vaidhyanathan et al. 2013) Manufacturing and shipping process get affected if an individual does not have belief in the religion and culture of China. One must believe in the religion and culture of China in order to flourish the manufacturing and shipping process (Handley and Benton 2012). Directly dealing with outsourcing goods are risky and poses threat to the survival of the company. Therefore, it is always suggested to avoid direct dealing outsourcing resources. Companies must be aware of the inherent risk otherwise, the supplier is cost and distribution channel of the outsourcing business gets affected. All the above problems can pose threat to the outsourcing business. Therefore Xin bust is aware of these threats in order to avoid them. Changes in the Early 2000s and Today that Contemplate the Decision taken by Xin Chinas outsourcing business is expanding at a faster rate. There is a huge difference in outsourcing business between the early 2000s and today. It affects the decision that is contemplated by Xin. By the year 2003, the Chinese market related to software started rising at a faster rate. Unlike the Indian industry, Chinese business enjoyed strong command domestically from the financial system that had been growing over the earlier decade. Around 2000, Chinese companies started showing their sights by augmenting their domestic demands in the unfamiliar markets. In the year 2003, China was probable to export around 15 millions of softwares that are known as outsourcing. 12 % of the total software exports are accounted by Shanghai. Shanghai is the home of software RD centers of HP. By the year 2010, the value of the offshore work amounts to $5.6. In 2016, Chinese companies started contracting outsourcing contract services that worth $ 130.9 billion (Handley and Benton 2012). Now, information expertise related services account mostly half off the offshore deals. The gains in the offshore market include IT sector, far outpace of the global markets, etc. Now, China has more than 6600 companies that provide outsourcing facilities to the foreign companies. The annual revenues made by the companies are more than 50 million. It became the second largest outsourcing provider after India. The state described the sector as Green Industry (Zhang and Huang 2012) Chinese outsourcing providers work with companies all over the world. The government of China is also supporting outsourcing business. The focus of the government is on the IT services. It is concluded that there was a huge change from the early 2000's in outsourcing business of China. The changes would affect those decisions, which are contemplated by Xin (Raj et al. 2016). References Armalyte, R., Subramanian, N. and Gunasekaran, A., 2013. WITHDRAWN: Quality issues in outsourcing to China: Is it still a sustainable competitive advantage?.Journal of Engineering and Technology Management. Dou, W., Qi, L., Zhang, X. and Chen, J., 2013. An evaluation method of outsourcing services for developing an elastic cloud platform.The Journal of Supercomputing,63(1), pp.1-23. Handley, S.M. and Benton, W.C., 2012. The influence of exchange hazards and power on opportunism in outsourcing relationships.Journal of Operations Management,30(1), pp.55-68. Raj, S.Y., Sathish, G., Kumar, C.S. and Sairam, R., 2016. A Quantitative Analysis of 3PL Providers and Their Workload in Automotive Industries.Middle-East Journal of Scientific Research,24(S1), pp.149-154. Vaidhyanathan, S., Dev, L. and Shattacharyya, D., Oracle Financial Services Software Limited, 2013.System and method for determining outsourcing suitability of a business process in an enterprise. U.S. Patent 8,392,240. Zhang, A. and Huang, G.Q., 2012. Impacts of business environment changes on global manufacturing outsourcing in China.Supply Chain Management: An International Journal,17(2), pp.138-151.