526 research outputs found
A performer's guide to the saxophone music of Sherwood Shaffer
No full text"During his career, composer Sherwood Shaffer has written thirteen concert works for the saxophone. These compositions represent a wide range of instrumentation from solo saxophone with piano, saxophone quartets and other chamber works, to solo saxophone with full orchestral accompaniment. Despite their quality, these works occupy a relatively unknown niche of the saxophone repertoire. The purpose of this study is to provide a brief biography of Sherwood Shaffer and an overview of his works for saxophone, to analyze sections from several representative pieces from the standpoint of performance preparation, and to provide an overview of stylistic and technical challenges found in common among his works. Three works, Summer Nocturne for alto saxophone and piano, Charades for violin, tenor saxophone, and piano, and Sinfonia for saxophone quartet, were chosen from the set of thirteen to serve as the primary examples for this research. In order to obtain information about the origins and influences behind these works, the composer and several of the musicians who commissioned them were interviewed. Insights into the difficulties found in these works as well as historical data regarding their composition and premiere performances were gathered. Technical and textural challenges found in these works were identified through performance analysis. Shaffer uses complex textures, and the active nature of his individual parts creates difficulty during rehearsal and preparation. When learning these pieces, performers must identify melodic themes as they are passed from instrument to instrument. Only through proper ensemble balance and stylistic interpretation do the important melodic themes prevail. Other factors including interpretation of accent marks, proper use of written dynamics, and awareness of common melodic structures are examined. "--Abstract from author supplied metadata
Shaffer v. Heitner: Holding, Implications, Forebodings
No full textThe landmark decision of Shaffer v. Heitner spelled out important constitutional limitations on the exercise of quasi-in-rem jurisdiction, but has nonetheless generated doubts and perplexity in its judicial aftermath. The author argues that the ultimate importance of Shaffer may relate less to its specific holdings regarding quasi-in-rem jurisdiction than to its broader perspective of attributing a constitutional dimension to the classical doctrine of the more convenient forum
Shaffer v. Heitner: Holding, Implications, Forebodings
No full textThe landmark decision of Shaffer v. Heitner spelled out important constitutional limitations on the exercise of quasi-in-rem jurisdiction, but has nonetheless generated doubts and perplexity in its judicial aftermath. The author argues that the ultimate importance of Shaffer may relate less to its specific holdings regarding quasi-in-rem jurisdiction than to its broader perspective of attributing a constitutional dimension to the classical doctrine of the more convenient forum
Brecht in Shaffer: a Revision
No full textEn este trabajo se analiza la presencia de elementos de la poética brechtiana en el teatro del autor británico Peter Shaffer. Un sector de la crítica ha postulado que las principales obras de Shaffer se encuentran profundamente influidas por la poética teatral de Bertold Brecht; esto se advertiría especialmente en el repertorio de técnicas del alemán que son utilizadas por el británico. Un sector minoritario de la crítica incluye la obra de Shaffer dentro de dentro de otras tradiciones como el drama poético, el teatro de la crueldad y el existencialismo. El objetivo de esta investigación es revisar los alcances de la poética de Brecht en torno el teatro shafferiano. Esto implica polemizar con el modo en que se suelen pensar las influencias en el campo de la producción artística así como en el modo en que ha sido leída la poética de Brecht y adjudicada a otros dramaturgos.In this article we study te presence of Brecht’s poetics in Peter Shaffer’s work. Some critics have stated that this British author is deeply influenced by Brechtian theatrical poetics, given his use of a repertory of the German playwright’s techniques. A few other critics argue instead that Shaffer’s production is better understood in the light of some other traditions, such as poetic drama, theatre of cruelty and existencialism.
The aim of this study is to revise the contact between Brecht and Shaffer. This implies questioning the way in which influences are usually thought of and the way in which Brecht’s theory has been attributed to several dramatists.Facultad de Humanidades y Ciencias de la Educació
The Biblical Prophets as Lawyers for the Poor
No full textLawyers practicing poverty law often lack mentors and role models. This author discusses how biblical figures, who served poor people, could be mentors and role models for lawyers practicing poverty law. Prophets, and particularly prophets-as-lawyers, redefine power relationships. Shaffer discusses his personal journey through out his career in using religious guidance to help him better understand his career. He also discuss his teachings to his law students of the value of learning from prophets in their legal careers
Relationship between supply chain management practices and supply chain efficiency indicators
No full textThis study uses firm data survey responses aggregated to the industry level for 30 industries,
from 2001 to 2007, to determine if specific supply chain management practices can be identified
as having a significant effect on supply chain efficiency, as measured by two proxy variables.
Two multiple least squares regression models are estimated to determine the relationship
between: the average annual spending on training per procurement employee, the percent of
procurement spending via e-activities, the percent of procurement spending via strategic
alliances, and the total procurement spending per procurement employee and the cost reduction
as a percent of procurement spending. The findings show that spending via strategic alliances
improved both supply chain efficiency indicators, the total procurement spending per
procurement employee and the cost reduction as a percent of procurement spending. However,
the results for spending on training and spending via E-Activities were mixed in their effect on
the two supply chain efficiency indicators. The greater the industry average annual spending on
training per procurement employee, the larger the total procurement spending per procurement
employee resulting in greater efficiency per procurement employee (and the potential need for
fewer employees) and the smaller the cost reduction as percent of total procurement spending
resulting in less efficiency. The larger the proportion of industry electronic data interchanges,
the lower the procurement spending per procurement employee resulting in less efficiency per
procurement employee and the greater the cost reduction as percent of total procurement
spending resulting in greater efficiency. This study provides evidentiary reasoning to supply
chain managers to use in the competitive distribution of total firm resources. In developing the
supply chain management strategy, resources will be utilized to the fullest advantage when
allocated to the supply chain management practices that have the greatest impact on efficiency.
During the planning process supply chain managers can more effectively make a case for a
3
greater share of corporate resources if they can provide evidence that particular supply chain
practices have been shown to enhance the supply chain’s efficiency. The extant literature has not
fully developed the connection between strategic planning, supply chain practices, and supply
chain efficiency. This study serves to address that research gap.1
ABSTRACT
THE RELATIONSHIP BETWEEN SUPPLY
CHAIN MANAGEMENT PRACTICES AND
SUPPLY CHAIN EFFICIENCY
INDICATORS
Kathie Jean Shaffer
Doctor of Management Candidate
Graduate School of Management and
Technology
University of Maryland University College
May 2009
2
This study uses firm data survey responses aggregated to the industry level for 30 industries,
from 2001 to 2007, to determine if specific supply chain management practices can be identified
as having a significant effect on supply chain efficiency, as measured by two proxy variables.
Two multiple least squares regression models are estimated to determine the relationship
between: the average annual spending on training per procurement employee, the percent of
procurement spending via e-activities, the percent of procurement spending via strategic
alliances, and the total procurement spending per procurement employee and the cost reduction
as a percent of procurement spending. The findings show that spending via strategic alliances
improved both supply chain efficiency indicators, the total procurement spending per
procurement employee and the cost reduction as a percent of procurement spending. However,
the results for spending on training and spending via E-Activities were mixed in their effect on
the two supply chain efficiency indicators. The greater the industry average annual spending on
training per procurement employee, the larger the total procurement spending per procurement
employee resulting in greater efficiency per procurement employee (and the potential need for
fewer employees) and the smaller the cost reduction as percent of total procurement spending
resulting in less efficiency. The larger the proportion of industry electronic data interchanges,
the lower the procurement spending per procurement employee resulting in less efficiency per
procurement employee and the greater the cost reduction as percent of total procurement
spending resulting in greater efficiency. This study provides evidentiary reasoning to supply
chain managers to use in the competitive distribution of total firm resources. In developing the
supply chain management strategy, resources will be utilized to the fullest advantage when
allocated to the supply chain management practices that have the greatest impact on efficiency.
During the planning process supply chain managers can more effectively make a case for a
3
greater share of corporate resources if they can provide evidence that particular supply chain
practices have been shown to enhance the supply chain’s efficiency. The extant literature has not
fully developed the connection between strategic planning, supply chain practices, and supply
chain efficiency. This study serves to address that research gap.
Key Words:
Supply chain management strategy, supply chain efficiency, resource allocation
4
THE RELATIONSHIP BETWEEN SUPPLY CHAIN MANAGEMENT PRACTICES
AND SUPPLY CHAIN EFFICIENCY INDICATORS
By
Kathie Jean Shaffer
Dissertation submitted to the Faculty of the Graduate School of the
University of Maryland University College, in partial fulfillment
of the requirements for the degree of
Doctor of Management
2009
Advisory Committee:
Dr. Thomas J. Mierzwa, Chair
Dr. Garth MacKenzie
Dr. Stella Porto
Dr. Donald Henley
5
© Copyright by
Kathie Jean Shaffer
2009
6
Dedication
I dedicate this dissertation to:
the loving memory of my parents, Guy and Dorothea Shaffer.
Even though my parents were not privileged enough to enjoy higher education they emphasized
its importance and their hard work paved the way for my accomplishments.
I wish you were here to celebrate this occasion.
my sister and my friend, Bonnie Shaffer Lockard, who encouraged me through this long, arduous
process, always having a kind word of support.
I am so grateful you are here to celebrate this occasion.
my beautiful daughter, Cindy-Beth Carter.
Who only through a miracle is here to celebrate this occasion.
my son, Travis C. Wilson.
Shaaaaa, I am still sitting here.
I am so grateful that you are my friend.
7
Acknowledgements
I would like to thank Dr. Thomas J. Mierzwa, my dissertation chair and the members of
my committee, Dr. Garth MacKenzie, Dr. Stella Porto and Dr. Donald Henley of the Graduate
School of Management and Technology, University of Maryland University College, for your
patience, guidance and dedication to the learning process. I am grateful for the knowledge that
you have shared and the new paths that you have uncovered for me.
Thank you to the researchers at the Center for Advancing Purchasing Studies (CAPS)
from the Institute for Supply Management, ISM, without whose help this dissertation would not
have been possible. Thank you:
• Rick Boyle, Director of Corporate Sponsorship/Operations, CAPS Research
• D. Steven Wade, Director of Benchmarking and Marketing Programs
• Kristin Theis, Manager of Benchmarking Programs
A special thank you to my friend, colleague and proofreader, Dr. Peggy Dalton, Professor,
Frostburg State University: I admire your sharp intellect and your dedication to your work. Your
work ethic is matched by very few. I am truly grateful for all that you have taught me.
Thank you to my friend, colleague and editor, Dr. Keith Schlegel, Professor Emeritus of
English, Frostburg State University: Thank you so much!
8
Thank you to my friends who encouraged and encouraged and encouraged, sincerely
hoping for my success and always extending their kindness:
Daniel M. Plucinski, CPA, JD, Professor,
Frostburg State University, Frostburg, Maryland
Dr. Ahmad Tootoonchi,
Dean of the College of Business, Frostburg State University, Frostburg, Maryland
Carolyn M. Wolfe,
Administrative Assistant, Frostburg State University, Frostburg, Maryland
"We cannot tell the precise moment when friendship is formed. As in filling a vessel drop by
drop, there is at last a drop that makes it run over; so in a series of kindness, there is a last one
that makes the heart run over."
--Samuel Johnson (1709-1784), English Author
9
Table of Contents
Dedication ...................................................................................................................................... 6
Acknowledgements ......................................................................................................................... 7
List of Figures ............................................................................................................................... 11
List of Tables ............................................................................................................................... 12
Chapter 1: Introduction and Research Problem ............................................................................ 13
The Supply Chain Context ........................................................................................................ 13
Understanding the Supply Chain .............................................................................................. 15
Problems of Supply Chain Practices and Supply Chain Efficiency ..................................... 18
The Research Opportunity ........................................................................................................ 20
Research Question .................................................................................................................... 22
Expected Contribution of Research .......................................................................................... 23
Dissertation Chapters ................................................................................................................ 24
Chapter 2: Literature Review ........................................................................................................ 26
Introduction ............................................................................................................................... 26
Significance of Benchmarking in Supply Chain Management ................................................. 26
The Theoretical Domain of Supply Chain Management .......................................................... 36
Principal-Agent Theory ........................................................................................................ 37
Resource Based View ........................................................................................................... 43
Network Theory .................................................................................................................... 44
Supply Chain Management Domain Summary .................................................................... 46
Viewing the Supply Chain as a Model ..................................................................................... 47
The Supply Chain Objectives ............................................................................................... 48
The Competitive Environment of the Supply Chain................................................................. 51
Supply Chain Efficiency ........................................................................................................... 55
The Supply Chain and Procurement Employee Training ..................................................... 67
The Supply Chain and Strategic Alliances ........................................................................... 69
The Supply Chain and E-Commerce .................................................................................... 75
Literature Review Summary ..................................................................................................... 79
Chapter 3: Conceptual Framework and Hypotheses Development .............................................. 82
Introduction ............................................................................................................................... 82
Explanation of the Conceptual Framework .............................................................................. 82
The Supply Chain Activities and Practices ............................................................................... 86
Independent Variables .......................................................................................................... 86
Dependent Variables ............................................................................................................. 88
Hypotheses Development ......................................................................................................... 89
Chapter 4: Research Approach ..................................................................................................... 93
Introduction and Research Objective ........................................................................................ 93
Research design ........................................................................................................................ 94
Data Sources ......................................................................................................................... 94
Scope of Industries ................................................................................................................ 97
Quality of the data ..................................................................................................................... 99
Threats to Validity .................................................................................................................... 99
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Chapter 5: Data Analysis and Discussion of Results .................................................................. 102
Introduction ............................................................................................................................. 102
Data Analysis .......................................................................................................................... 102
Descriptive Statistics ........................................................................................................... 102
Correlation Matrices ........................................................................................................... 104
Regression Results .............................................................................................................. 107
Discussion of the Findings ...................................................................................................... 111
Average Annual Spending on Training per Procurement Employee.................................. 111
Percent of Industry Procurement Spending via Electronic Data Interchange ..................... 112
Percent of Industry Procurement Spending via Strategic Alliances ................................... 114
Summary of Research Results ................................................................................................ 115
Chapter 6: Managerial Implications and Recommendations for Future Study .......................... 118
Introduction ............................................................................................................................. 118
Managerial Implications ......................................................................................................... 119
Managerial Implications for Spending on Training per Procurement Employee ............... 120
Managerial Implications for Spending via E-Activities ..................................................... 122
Managerial Implications for Spending via Strategic Alliances .......................................... 125
Limitations of the Study.......................................................................................................... 126
Recommendations for Future Research .................................................................................. 127
Concluding Note ..................................................................................................................... 129
References .................................................................................................................................. 131
Appendix A CAPS Research Industry Classifications ........................................................... 142
Appendix B 2005 Supply Management Performance Benchmarking Report ........................ 146
11
List of Figures
Figure 1. The Supply Chain Interaction - Product and Information Flow Involving .................. 15
Figure 2. “Plan-Do-Check-Act” (PDCA) Cycle of the Benchmarking Process .......................... 29
Figure 3. Conceptual Model for Collaborative Relationships ...................................................... 38
Figure 4. Evolution of Supply Chain Management from Previously Disparate Functions .......... 48
Figure 5. Operational Efficiency versus Strategic Positioning .................................................... 50
Figure 6. Supply Chain Efficiency and Supply Chain Capabilities – A Measurement Model ... 59
Figure 7. Supplier Selection Criteria and Supplier Involvement ................................................ 73
Figure 8. Conceptual Framework for Supply Chain Management.............................................. 85
Figure 9. Relationships between the Variables, Propositions and Hypotheses ........................... 92
Figure 10. Data Flow from CAPS Research during One Time Period ....................................... 97
12
List of Tables
Table 1. Adaptation of the Gattorna and Walters’ Model ........................................................... 62
Table 2. Industries’ Surveyed in this Study .................................................................................. 98
Table 3. Descriptive Statistics Including (Y1) and (Y2) from 2001-2007 ................................... 103
Table 4. Correlation Matrix Y1 ................................................................................................. 105
Table 5. Correlation Matrix Y2 .................................................................................................. 106
Table 6. Regression Results Y1 - Procurement Spending per Procurement Employee .............. 107
Table 7. Regression Results Y2 - Cost Reduction as Percent of Total Procurement Spending .. 109
Table 8. Summary of Research Results ...................................................................................... 116
13
Chapter 1: Introduction and Research Problem
The Supply Chain Context
Forrester (1958) claimed that decisions, policies, organizational forms, and investment
choices will be affected by the interaction and fluctuations of the companies’ flows of
information, materials, money, manpower, and capital equipment. He argued that system
dynamics can influence the effectiveness of functions such as research, engineering, sales, and
promotion because these functions are highly interconnected within an organization. Using a
computer simulation of order information flow, Forrester illustrated the influence on the
production and distribution performance for each supply chain member, as well as an entire
supply chain system. He predicted that after the development of more sophisticated analytic
techniques, "there will come general recognition of the advantage enjoyed by the pioneering
management who have been the first to improve their understanding of the interrelationships
between separate company functions and between the company and its markets, its industry, and
the national economy" (p.107).
Thus, five decades ago, Forrester (1958) was describing the corporate role that “supply
chain management” (SCM) would eventually play. Reaffirming Forrester’s earlier conclusions
regarding the need to understand the chain of interrelationships involved in corporate
transactions, Cooper, Ellram, Gardner, and Hanks (1997) refer to SCM and emphasize the
development of an integrative company management philosophy used to assist in managing the
“total flow of a channel from earliest supplier of raw materials to the ultimate customer, and
beyond, including the disposal process” (p.68).
14
Definitions of SCM vary across the literature (see for example, Lummus, Krumwiede, &
Vokurka, 2001), and range from relatively narrow views to the exceptionally broad. As an
example of the former, according to Vickery, Jayaram, Droge and Calantone (2003), SCM is
described as the “strategic management of individual firms as a single entity in order to bring a
product or service to the market” (p. 533). At the broader level, Blackstone and Cox (2008) offer
the following definition: The design, planning, executions, control, and monitoring of supply
chain activities with the objective of creating net value, building a competitive infrastructure,
leveraging worldwide logistics, synchronizing supply with demand, and measuring performance
globally (p.106).
Although it is generally recognized that the individual firms within the supply chain play
a vital role in making prudent strategic supply chain management decisions, the importance of
the interrelationships among supply chain members is increasingly recognized. A more holistic
view considers supply chain management to be a systematic, strategic coordination of the
traditional business functions for the purposes of improving the long-term performance of the
individual companies and the supply chain as a whole (Mentzer, DeWitt, Keebler, & Min, 2001).
For
Is Tom Shaffer a Covenantal Lawyer
No full textIn this festschrift article in honor of Tom Shaffer, the author considers what Shaffer’s work may share with “covenantal” ethics, a form of ethical argument that is not interchangeable with other traditions familiar from Shaffer’s body of work, such as the ethics of friendship or care or the ethics of virtue. Describing the ancient understanding of covenants, the article explores a few of the complexities arising from covenantal ethics in a professional context, themes such as the creation of obligation by historical decision, which has implications for the treatment of strangers; the ambivalence of covenantal ethics on the value of equality as it meets difference, critical to interaction with the vulnerable and the wicked; the covenantal relational dynamic of giftedness and entrustment rather than obligation and desert; and the way that covenantal ethics looks at loyalty and accountability
Recommended from our members
Is Tom Shaffer a Covenantal Lawyer
No full textIn this festschrift article in honor of Tom Shaffer, the author considers what Shaffer’s work may share with “covenantal” ethics, a form of ethical argument that is not interchangeable with other traditions familiar from Shaffer’s body of work, such as the ethics of friendship or care or the ethics of virtue. Describing the ancient understanding of covenants, the article explores a few of the complexities arising from covenantal ethics in a professional context, themes such as the creation of obligation by historical decision, which has implications for the treatment of strangers; the ambivalence of covenantal ethics on the value of equality as it meets difference, critical to interaction with the vulnerable and the wicked; the covenantal relational dynamic of giftedness and entrustment rather than obligation and desert; and the way that covenantal ethics looks at loyalty and accountability
Community Meeting
No full textGovernor Calvin Rampton, Unidentified woman, Sam Hunter,Speaker; Virginia Ashton, Ann King, Pearl Shaffer
Genetic analysis of floral symmetry in Van Gogh's sunflowers reveals independent recruitment of CYCLOIDEA genes in the Asteraceae.
No full textThe genetic basis of floral symmetry is a topic of great interest because of its effect on pollinator behavior and, consequently, plant diversification. The Asteraceae, which is the largest family of flowering plants, is an ideal system in which to study this trait, as many species within the family exhibit a compound inflorescence containing both bilaterally symmetric (i.e., zygomorphic) and radially symmetric (i.e., actinomorphic) florets. In sunflower and related species, the inflorescence is composed of a single whorl of ray florets surrounding multiple whorls of disc florets. We show that in double-flowered (dbl) sunflower mutants (in which disc florets develop bilateral symmetry), such as those captured by Vincent van Gogh in his famous nineteenth-century sunflower paintings, an insertion into the promoter region of a CYCLOIDEA (CYC)-like gene (HaCYC2c) that is normally expressed specifically in WT rays is instead expressed throughout the inflorescence, presumably resulting in the observed loss of actinomorphy. This same gene is mutated in two independent tubular-rayed (tub) mutants, though these mutations involve apparently recent transposon insertions, resulting in little or no expression and radialization of the normally zygomorphic ray florets. Interestingly, a phylogenetic analysis of CYC-like genes from across the family suggests that different paralogs of this fascinating gene family have been independently recruited to specify zygomorphy in different species within the Asteraceae
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