Writer5 1 | 2
Jan 13, 2011 | #1
Disclaimer: This is a little tricky one. I have two names and I suspect the two fraudsters worked together.
The scammer/s ordered an essay that was delivered according to their specifications and on time. After a month they did a chargeback. I'm in contact with the school to make sure they did not use the paper as their own.
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Name of the thief/thieves: Sanders J Louis AND/OR Dehen Gilles from France
Email: sanders_jlouis@ymail
84 D RUE D'YPRES
69004 lyon
France
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School name: ifam.edu (IFAM Business School)
Professor: Rany Patout
----------
Paper subject: Case Study / International Logistic / PRESSGO LTD
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PRESSGO LTD. faces many logistical issues, which as a company it will need it deal with in the coming weeks, months, and years in order to remain competitive in the market and to stay afloat. While the products and services a company is producing may be competitive or even may be the best in the field, other issues, which fall under the heading of logistics, may cause problems, and these, as in this case, do need to be addressed for the health and good of the company.
PRESSGO LTD. sells tablecloths, candles, and porcelain, and has been experiencing wonderful growth over the past few years. However, almost all of the growth has been in the sector of tablecloths, and the lack of consumption of the other products has led to a lack of growth for the stock and unhappy shareholders, who have not been receiving dividends. In 2007, shares were at thirty seven cents a piece, down from a peak ten years previously of more than two dollars per share. Given the difference between these two prices, and the fact that the company has grown while the share prices have not similarly done so, a lack of confidence and a lack of excitement by investors is understandable. Addressing this issue head on and being frank about it with the investors is the only way to raise investor confidence, and this is what was done in a large meeting with all the directors which unveiled several logistical issues.
One of these was that a relocation of the company away from Hong Kong, which many shareholders supported, would be extremely difficult logistically. Many workers who are valuable to the company would not wish to go, and even those who would go were split between the two possible relocation locations in terms of where they would agree to relocate, with very few picking Tokyo (which would make sense for the company) because of high cost of living. One way to handle this issue might be to have a small satellite office in Tokyo, but leave most of the company where it is now, thus easing the pressure to do business in Japan (where many of the products are sold) but keeping relocation issues to a minimum.
Another logistical issue was that of too many vice presidents of the company, all of whom were about to hit mandatory retirement age around the same time. This problem, however, should take care of itself-when the people currently holding the positions retire, duties can be reassigned and job descriptions reconfigured so that the number of vice-presidents remains smaller. This prevents anyone from losing a position they were not going to be forced to retire from anyway, while still fixing this logistical issue.
Another logistical issue was that distribution in general seemed to be uncoordinated. Two planes were in use, yet deliveries were addressed as problematic and customers were complaining. It is clear that the organization needs to sit down and reconfigure how to use the resources already in place, including the planes. With two planes based in different places, and several people in charge of logistics and delivery, also based in different places, there are too many chances for the left hand not to know what the right hand is doing in the current system. One way to handle this would be to centralize these functions, with a possible liaison to the new office in Tokyo, but with the vast majority of the work happening at the main office in Hong Kong. Currently, it is clear that there are too many parts to this system-it is too complex and things are getting lost in the shuffle.
Warehouse operations also were addressed in the meeting. These too need to be better organized and better centralized. Warehouses are being used all over the sales area, some owned by the company and some public. The public ones are not being rented and used continually, and it can easily be imagined how this could lead to confusion and even misplaced product. Decisions about what is stored where and for how long need to be made in a more transparent and methodical way.
Finally, there seems to be an overarching issue with job descriptions. Human Resources, which is not in charge of helping workers with moves, was handling moves, likely leading to a backlog in their actual activities. Meanwhile, packaging engineers in Hong Kong and those in Tokyo were doing different things, even with the same job description, with one group concerned with finding new markets, and the other not concerned with that part of the business, instead worrying about packing and shipping. It seems that in this company, there is a problem in terms of communicating job responsibilities effectively and consistently. In order to be sure that the company is operating as effectively as possible, management from the top down needs to be sure that job descriptions and responsibilities are communicated effectively to the appropriate people and departments. Less confusion about who is and should be doing what would mean more efficiency across the board.
All in all, it is clear that there are logistical issues in the way that PRESSGO LTD is currently being run. However, the fact that the company has been growing is a huge positive. These problems with organization and communication can be dealt with, and can leave the company even better positioned to continue to grow in the competitive global business market of today.
Logistics Case Study
The scammer/s ordered an essay that was delivered according to their specifications and on time. After a month they did a chargeback. I'm in contact with the school to make sure they did not use the paper as their own.
---------
Name of the thief/thieves: Sanders J Louis AND/OR Dehen Gilles from France
Email: sanders_jlouis@ymail
84 D RUE D'YPRES
69004 lyon
France
----------
School name: ifam.edu (IFAM Business School)
Professor: Rany Patout
----------
Paper subject: Case Study / International Logistic / PRESSGO LTD
----------
PRESSGO LTD. faces many logistical issues, which as a company it will need it deal with in the coming weeks, months, and years in order to remain competitive in the market and to stay afloat. While the products and services a company is producing may be competitive or even may be the best in the field, other issues, which fall under the heading of logistics, may cause problems, and these, as in this case, do need to be addressed for the health and good of the company.PRESSGO LTD. sells tablecloths, candles, and porcelain, and has been experiencing wonderful growth over the past few years. However, almost all of the growth has been in the sector of tablecloths, and the lack of consumption of the other products has led to a lack of growth for the stock and unhappy shareholders, who have not been receiving dividends. In 2007, shares were at thirty seven cents a piece, down from a peak ten years previously of more than two dollars per share. Given the difference between these two prices, and the fact that the company has grown while the share prices have not similarly done so, a lack of confidence and a lack of excitement by investors is understandable. Addressing this issue head on and being frank about it with the investors is the only way to raise investor confidence, and this is what was done in a large meeting with all the directors which unveiled several logistical issues.
One of these was that a relocation of the company away from Hong Kong, which many shareholders supported, would be extremely difficult logistically. Many workers who are valuable to the company would not wish to go, and even those who would go were split between the two possible relocation locations in terms of where they would agree to relocate, with very few picking Tokyo (which would make sense for the company) because of high cost of living. One way to handle this issue might be to have a small satellite office in Tokyo, but leave most of the company where it is now, thus easing the pressure to do business in Japan (where many of the products are sold) but keeping relocation issues to a minimum.
Another logistical issue was that of too many vice presidents of the company, all of whom were about to hit mandatory retirement age around the same time. This problem, however, should take care of itself-when the people currently holding the positions retire, duties can be reassigned and job descriptions reconfigured so that the number of vice-presidents remains smaller. This prevents anyone from losing a position they were not going to be forced to retire from anyway, while still fixing this logistical issue.
Another logistical issue was that distribution in general seemed to be uncoordinated. Two planes were in use, yet deliveries were addressed as problematic and customers were complaining. It is clear that the organization needs to sit down and reconfigure how to use the resources already in place, including the planes. With two planes based in different places, and several people in charge of logistics and delivery, also based in different places, there are too many chances for the left hand not to know what the right hand is doing in the current system. One way to handle this would be to centralize these functions, with a possible liaison to the new office in Tokyo, but with the vast majority of the work happening at the main office in Hong Kong. Currently, it is clear that there are too many parts to this system-it is too complex and things are getting lost in the shuffle.
Warehouse operations also were addressed in the meeting. These too need to be better organized and better centralized. Warehouses are being used all over the sales area, some owned by the company and some public. The public ones are not being rented and used continually, and it can easily be imagined how this could lead to confusion and even misplaced product. Decisions about what is stored where and for how long need to be made in a more transparent and methodical way.
Finally, there seems to be an overarching issue with job descriptions. Human Resources, which is not in charge of helping workers with moves, was handling moves, likely leading to a backlog in their actual activities. Meanwhile, packaging engineers in Hong Kong and those in Tokyo were doing different things, even with the same job description, with one group concerned with finding new markets, and the other not concerned with that part of the business, instead worrying about packing and shipping. It seems that in this company, there is a problem in terms of communicating job responsibilities effectively and consistently. In order to be sure that the company is operating as effectively as possible, management from the top down needs to be sure that job descriptions and responsibilities are communicated effectively to the appropriate people and departments. Less confusion about who is and should be doing what would mean more efficiency across the board.
All in all, it is clear that there are logistical issues in the way that PRESSGO LTD is currently being run. However, the fact that the company has been growing is a huge positive. These problems with organization and communication can be dealt with, and can leave the company even better positioned to continue to grow in the competitive global business market of today.