text:
Let's start with a story illustrating how supply chain security irrevocably altered the fortunes of a company that was
This story is in
Think of the time before Iphone and Samsung phones came along and conquered the supply chains of the industry, and the minds of the users. I tell that story elsewhere.
Here we focus on the simpler times.
A seemingly trivial random event, on a fateful day in March 2000, changed the destiny of the industry.
Both Nokia, and Ericcson, the stalwarts in the mobile phone industry at that time, were equally impacted by the same event – a
Both Nokia and Ericsson experienced business disruption to an equal extent as a result.
More importantly, the manufacturing capacity of the plant was damaged and it was difficult to estimate the time for repairs.
This is where the events take an interesting turn. Not everyone thinks of supply chain security beyond the physical security of goods in transit. For
In fact, all the security experts who have no background in supply chain security fail on this count – they never think deep enough in terms of the layers of
Nokia had invested months, if not years, in creating and perfecting a robust and responsive supply chain security, while Ericsson's business network was relatively a middle-of-the-line affair that worked well when things were good.
Ericcson staff were content to go with the flow, without too much care and worry about this part of supply chain security.
After the fire, Nokia was able to see the full impact of the chip shortage on its own business, as well as the entire industry with a lot more clarity than Ericsson, and even Philips.
Moving quickly, it activated other parts of its business network to shore up supplies, to redesign some of the chips to manufacture them in other plants, and to take pre-emptive steps in the network.
Ericsson let the situation evolve at its own pace and made decisions more reactively.
The resulting gain in profitability and market share for Nokia and the loss of these for Ericsson tipped the balance of the industry to an extent where within a few years Nokia pulled far ahead of the Ericsson which never caught up with its erstwhile equal rival.
It does have some anecdotal entertainment value.
But the moral value is even higher. Here are some things to ponder:
I could easily turn this above 7 point list into a large magazine article (listicle), but my readership is wise enough to connect the dots themselves, and do not need
Given the quality of my readership – I have created a
If you really want to pay
Freight costs reduction is almost
What if I told you this simple strategy can reduce the overall freight costs by over 75%. It will be hard to believe – right? Well, by the end of this article you will see an actual case study analysis proving this to be the case.
If you study that case example seriously enough, you can replicate the strategy in your own company, and see for yourself the enormous benefits it creates.
But, this magnitude of cost reduction needs strategic thinking. I call it a strategic because it is not a tactical (and, certainly not a trick). A trick is something which is impermanent, a sleigh of hand.
For example, I know a trick that can instantly cut your freight bill to zero. But, why would I even talk about this sleigh-of-hand. A trick rarely enriches you – it merely has some entertainment value, and perhaps, ocassionally, a short term monetary value.
For my clients, I focus on things of lasting and real value.
This strategy is so obvious to me that I am constantly surprised that very few companies are doing it. In fact, this is the first thing I look for when I visit a new company.
And, invariably, in every company, I find room for improvement. "Why is it not equally obvious to everyone else?" – that is a constant surprise to me. But then, that is the very definition of "the curse of knowledge."
Consider the following scenario and see if sounds familiar: you join a new role (in the same company, or in a new company), and suddenly you are now in charge of the freight and shipping costs.
You look at the numbers, and they seem high. But as yet you have no means of saying they are high, so you dig out some benchmarks on google (or from your past experience, or reports) and while nothing definitive can be said because benchmarks never compare apples with apples, your gut feeling is confirmed. The freight costs for your company is in fact higher than the norm.
Even when you can conclusively prove that the freight costs are higher than the norm – what is your next step?
I could go on with another 20 points of activities that could be potentially done to reduce the freight and shipping costs. Each of them would be a legitimate alternative – though not the first thing to be looked at.
At different points in time, during my projects, I have seen all of them being done. Indeed, I have done many of these same things, but only at the right time. As in the rest of life, here too, timing is everything.
We have to do the first things first. And, for that very reason, you should not start with doing any of these things listed above.
Because if you do any of these things before doing the first thing first – your vendors, and even staff, will identify you either as a novice, or as non-serious player. And, they will calibrate their response accordingly.
So, what is the first thing that players will expect you to do?
Let me illustrate with three examples each one getting more and more complex, and see if you can guess the answer.
I and my business partner were standing in the warehouse of a mid-size global player in a nice margin business. On the shipping docks were sitting a number of pallets – each half or more full of goods. I asked about the paperwork for one of the pallets and was surprised to be handed a thick sheaf of papers. Right on that single pallet sat more than 50 shipments, all going from one large city to another. Each was accompanied by a consignment note (and a Con. note fee of $35 each). So I asked why they were not being shipping in a single shipment, and distributed by a local courier? Or alternatively, by a inter-city courier covering the entire shipment. "We have always done the things this way" was the answer. I calculated that – just those 4 pallets were wasting at least $3000 in additional freight costs. That was over $100K a month – the practice was changed and the hole plugged straight away.
After a very thorough and detailed analysis of the inventory holdings, and movements within this company, we created a chart similar to the one shown below:
Because there was no scientific approach to inventory targeting (besides what was built into the ERP system), and because even that was very sloppily implemented, the company suffered from having excess stocks for items that were not required, and shortage of items that customers wanted. Almost every location suffered from this problem.
Even a very generous inventory allowance revealed that over 70% of the inventory was wrongly located.
As a result, the staff were all the time trying to track things in their system and ship the items from where they were located to where they were required.
This third example is a much larger business. It had a global supply chain network, though we were only analysing the national network. Almost all the locations were decided based on factors other than efficiency or effectiveness. Some were just historical decisions, left to continue on without any thought. Others were made because the regional manager preferred to be located there (even though the customers for that region were located somewhere else).
A very thorough analysis of all the locations, and all the movements revealed that current network was the worst possible configuration for cost and customer service. Only the freight vendors benefited with this configuration (which had evolved gradually over several years). Take a took at the figure below:
Your own situation will not be exactly same as any of the three situations above. It would rather be same, same – but different. That is the reason I will not go too much into any of the examples above.
I am also skipping a lot of details about how the above analysis was done, and the changes were implemented.
In reality, it took weeks to conduct the analysis, and months to implement the recomendations. But the resulting benefits ran into millions of dollars in last two cases, and were worthwhile in each of the case. In each case the results prevented another round of dibilitating lay-offs, perhaps even saving the company in the long run. The cost of analysis, and implementation was mere fraction of the savings in every single case.
You will have to think about how to reduce the transportation movements in your business. But if the above businesses had the room to reduce the transportation movements by up to 83%, then your business might have at least some room to reduce transportation movements. You do not need to negotiate with the vendors to do this. You just need to organise your supply chain better.
And, once you do this properly, your vendors will take your business a lot more seriously. I have seen the change.
A word of caution is advisable at this juncture. The results above – over 70% erroneous inventory holdings, over 80% redundant movements due to supply chain misconfiguration, over 50 shipments that could be consolidated into a single shipment – are anything but typical.
In fact, in my over 25 years of hundreds of projects, they stick in memory full of similar cases, only because these cases were so far out on the limb. That is why it was easy to dig out the data for them, and share the facts of the cases (in a disguised form).
Does that mean you will not have these opportunities?
Quite the contrary, you will have these three, and nearly a dozen more, different types of opportunities to minimise the number, size and volume of shipments.
There will be a multitude of different types of unnecessary freight movements. These three were just the most obvious examples that occurred to me as I was writing this article. If I leaf through our past projects folder, I could detect at least a dozen more types of unnecessary freight movements.
But each company is different, and will have its own example of this practice. The trick is to have enough experience to recognise an unnecessary freight movement when you see it. And, then to call it as such you need fortitude and backing.
Finally, you need to come up with a comprehensive model that will replace the current logistics model. And, you need to be able to sell it to all the stakeholders.
And, you have not even started talking to your logistics vendors yet. The truth is that there are so many different ways of reducing freight costs that any blog will not do full justice to it. There are a couple of reports that we have issued covering the matter. Look for them in the footer on our website, or contact me.
One of the common problems cited by the boards and senior management is that the consultants they hire do not understand their unique challenges.
This problem applies even more to large cookie cutter approach based consulting houses with thousands of consultants where the guys who have the knowledge are too senior (and too involved in their company's internal politics) to focus on your problems, and the junior people who have all the time have little knowledge or experience.
Time and time again I hear clients complaining about this problem, and their aversion to teaching very expensive junior consultants everything about their own business, only to have it all regurgitated back to them in a report.
That is why our approach works – we focus knowledge on problems.
Let me give an example.
I was recently asked a question about the Key Challenges in the Supply Chain the Upstream Oil & Gas Companies Face?
See below my answer, and understand how unique the challenges in this industry are. All the generic supply chain challenges fade away in comparison.
My answer below:
I am going to assume that you are looking for challenges that are unique to this supply chain, and not generic challenges faced by all supply chains. I am also assuming that the boundaries of upstream go till the refinery and beyond that is the downstream oil and gas industry.
In the exploration stage, the investments are big and the probability of success is low. Exploration equipment, seismic survey vessels and equipment is very expensive. Today, it is also very data intensive work. You must procure contracts for equipment at the best possible rates, and keep them productive at a very high level of utilisation and availability. Getting parts to remote locations where exploration is underway and machinery or vessel is broken down is often a big challenge. The machinery itself is highly sensitive and must be treated with a lot of care.
Booms and busts are common in these markets due to oil price fluctuations. When the oil price is high all producers are rich and wants to explore and make more 'finds', and increase their proven reserves. When the prices are down they give up on exploration and a lot of equipment is 'parked.' MAnaging the economic cycle of the industry is one of the biggest challenges as a result.
Moving from exploration to pre-production, and then on to production has its own set of challenges. Consortiums of some of the largest companies on earth are involved in these processes. Co-ordinating these large companies' activities is never a simple affair.
The business network becomes very complicated. Outsourcing is very common, and sometimes badly managed. I wrote the story of Deepwater horizon in my book Outsourcing 3.0 | Outperform | Outsource | Outprofit – Vivek Sood and will reproduce some parts below to give you a sense of the complications:
Deepwater Horizon, a semi-submersible oilrig owned by Transocean was a dynamically positioned drill rig of this type of vessel. A highly acclaimed rig for its numerous deepwater successes, it was deployed off the shore of Louisiana at an approximate cost of $1 Million per day to drill an exploratory well for British Petroleum (BP) who owned the exploratory rights for the block it jointly owned with two other unrelated parties. BP had chartered the oil rig from its owners, the Swiss entity, Transocean. Transocean operated this rig through a subsidiary – Triton Asset Leasing also based in Switzerland, although the rig carried a Marshall Island flag of convenience.
5-STAR Business Networks come together in many forms
As the exploratory well it was digging nearly came to completion, on 20 April 2010 Deepwater Horizon became front page news on nearly every newspaper on earth. The incident was reported in a press release by Transocean [1] as follows:
"Transocean Ltd. (NYSE: RIG) (SIX: RIGN) today reported a fire onboard its semisubmersible drilling rig Deepwater Horizon. The incident occurred April 20, 2010 at approximately 10:00 p.m. central time in the United States Gulf of Mexico. The rig was located approximately 41 miles offshore Louisiana on Mississippi Canyon block 252."
"Transocean's Emergency and Family Response Teams are working with the U.S. Coast Guard and lease operator BP Exploration & Production, Inc. to care for all rig personnel and search for missing rig personnel. A substantial majority of the 126 member crew is safe but some crew members remain unaccounted for at this time. Injured personnel are receiving medical treatment as necessary. The names and hometowns of injured persons are being withheld until family members can be notified."
The details of the incident, as per the figures from popular mechanics [2] were attention-grabbing:
4.9 million: Barrels of oil (205.8 million gallons) leaked from the Deepwater Horizon well, about half the amount of crude oil the U.S. imports per day
19: Times more oil leaked from Deepwater Horizon than spilled from the Exxon Valdez in 1989 (10.8 million gallons)
62,000: Barrels leaking per day when the wellhead first broke, roughly the amount of oil consumed in Delaware each day
53,000: Barrels leaking per day when the well was capped on July 15, roughly the amount of oil consumed in Rhode Island each day
397.7 million: Dollars' worth of the oil spilled at current market prices ($81.17 per barrel)
665: Miles of coastline contaminated by oil
The resulting investigation to establish the causality, contributing factors and liability will fill up a book many times the size of the one you are holding.
Outsourcing is a fact of life in business today
We will however, briefly focus on three relevant parties – BP, Transocean and Halliburton for the sake of discussion relevant to this Chapter – on modularized outsourcing. BP had outsourced the task of drilling to Transocean. At the same time Transocean had bought the Blowout preventer from Cameron International Corporation. Whether it can be argued that BP or Transocean had outsourced the task of Blow-out Prevention (BOP) to Cameron is not certain; neither is the liability on malfunction of the blowout preventer because of allegations of lack of proper maintenance. Cameron agreed to settle all claims related with the Deepwater Horizon tragedy with BP for $250M – without any admission of guilt. The situation with Halliburton is still unclear. As per a CNN news-report [3]:
BP and Halliburton sued each other in April 2011 claiming each is to blame for the deadly explosion on the Deepwater Horizon rig and resulting disastrous oil leak. Halliburton was in charge of cementing the Macondo well and claims that its contract with BP indemnifies (releases) Halliburton of any legal action resulting from its work as a contractor…
In a response filed Sunday, BP asserted that "maritime law prohibits indemnification for gross negligence."
As part of that four-page filing, BP reiterated that it was seeking to recover from Halliburton "the amount of costs and expenses incurred by BP to clean up and remediate the oil spill." BP has estimated in the past that the total cost will be around $42 billion, and by the end of November 2011 the oil company it has paid out or agreed to pay out $21.7 billion to affected individuals, companies and governments around the Gulf.
In an e-mail to CNN, Halliburton spokesperson Beverly Stafford said "Halliburton stands firm that we are indemnified by BP against losses resulting from the Macondo incident."
Outsourcing tasks does not transfer responsibility for those tasks
President Obama quipped in an interview with CNN [4] On May 14, 2010 "you had executives of BP and Transocean and Halliburton falling over each other to point the finger of blame at somebody else…The American people could not have been impressed with that display, and I certainly wasn't." The legal wrangling continues and will take considerable time and expense to resolve. We need not go into the gory details of dollar numbers too big to even fully comprehend, but from our perspective in this Chapter three key points stand out:
Here is a story of the fire than tipped the balance within an industry.
Two stalwarts in the mobile phone industry in March 2000 were equally impacted by the same event – a lightning fire in the chip manufacturing plant of their common supplier, Philips, in New Mexico.
Both Nokia and Ericsson experienced the business disruption to an equal extent as a result. Fire damage to the stocks was extensive.
More importantly, the manufacturing capacity was damaged and it was difficult to estimate the time for repairs.
Nokia has invested months, if not years, in creating and perfecting a robust and responsive business network, while Ericsson's business network was relatively a middle-of-the-line affair that worked well when things were good.
After the fire, Nokia was able to see the full impact of the chip shortage on its own business, as well as the entire industry with a lot more clarity than Ericsson, and even Philips.
Moving quickly, it activated other parts of its business network to shore up supplies, to redesign some of the chips to manufacture them in other plants, and to take pre-emptive steps in the network.
Ericsson let the situation evolve at its own pace and made decisions more reactively.
The resulting gain in profitability and market share for Nokia, and the loss of these for Ericsson tipped the balance of the industry to an extent where within a few years Nokia pulled far ahead of the Ericsson which never caught up with its erstwhile equal rival.
Source: The 5-STAR Business Network http://www.5starbusinessnetwork.com
I write about The Supply Chain CEOs, The 5-STAR Business Networks and Unchain Your Corporations. My website is at http://viveksood.com
This is a million dollar question for most companies – start-ups or conglomerates. A lot of time and money is wasted either because the companies do not bother to ask this question in time, or try to answer it in the wrong way.
"What Comes First – Make, or Sell?" – this is a conundrum from
Here is my answer to a similar sounding question on a popular forum.
Let me tell you a story from my book The 5-Star Business Network – Vivek Sood | Global Supply Chain Group :
One of our large corporate clients faced exactly this dilemma when investing in the renewable energies sector.
In simple words, the dilemma was whether or not an entrepreneur with a good idea should go looking for customers or go looking for the ability to build the product/deliver the service.
Depending on the choice made at this point in time, the two models of innovation will look very different as shown in the figure below:
Alternate models of innovation
There are enough proponents for both types of models. In our work with clients, this conundrum has frequently surfaced and is always argued quite passionately by different senior executives in either of the two camps.
On one hand, there are the proponents of the Reaganomics supply-side theory – arguing 'if you build it, they will come'. On the other hand are the more traditional thinkers arguing unless we have the customers and services pre-defined, how can we build anything?
In this story, as a way out of this dilemma, we listed the factors on which the decision was dependent. Among the factors were questions related to the certainty of the customer demand, such as:
• Are the real customers properly identified?
• Do the real customers know exactly what they want?
• Have the real customers communicated their demand to the market explicitly?
• How likely are real customers to change their minds?
• How easy is it for real customers to change their preferences?
On the other hand, there were several factors related to the level of innovation itself – whether it was just an incremental innovation or a giant leap. Key questions in this realm were:
• By what factor (multiplier) does this product/service improve the customer life?
• What are the existing means of getting the same value in use?
• What makes the new product better than the existing product?
• What tangible measures can be used to measure the superiority of the new offering?
• Do the real customer really value the new offering as superior as the provider does?
Based on these factors we developed the following matrix to enable answering the question:
Figure: Innovation Drivers and Supply Networks
In box 1 (red colour) – in a situation where the level of innovation is only incremental and the certainty of customer demand is very low – massive investments are required for customer education as well as for building a viable supply network.
This is because most potential supplier will see the situation as high risk and will only respond to monetary inducements to buy co-operation. A very high percentage of innovative efforts are in this square and, as a result, fail because of lack of deep enough pockets and difficulty of fighting the battle on two fronts simultaneously.
A basic supply chain would be the only possibility in this instance – where the organization has to move on two different fronts to build demand and supply simultaneously. This is shown in figure 8.3 (of the book mentioned above).
The key lesson for the players in the red box is that you need very deep pockets to fight the battle on both fronts – demand and supply.
If you lack that financing ability, try and move up or right – either find a niche of customers with pent-up demand looking for the right product/service by moving up, or move right in the matrix by creating a step change in the users' lives by creating a product that far surpasses anything else available in the market place in terms of the customer experience.
If you cannot do either of these two things, keep looking for ways to make one of these two moves; or, consider scrapping the idea altogether.
Recall our client case study; the company, in this case, was in box 2 (light green colour) – with massive innovation but uncertain customer demand due to competing technologies promising similar magnitude of innovations.
In such a case, the business suffers from a chicken and egg situation. The customers do not buy because of some uncertainty, perhaps regarding which technology will ultimately win the battle; after all, no one wants to be stuck with a Betamax VCR and find that VHS standard has won the battle.
At the same time, the company is not in a position to invest too much in production capacity unless the customer demand is certain. Most businesses in this type of situation try and work with customers on a conditional basis – promising to build capacity if the orders are placed.
However, customers are not inclined to place orders because of the factors driving uncertainty in their own world. A way out of this situation then is to work with the supply network on a conditional basis – promising and delivering massive returns as the demand materializes.
The key is to find the right suppliers with the superior world-class capability and flexible capacity who are willing and able to understand the situation and work in it.
At the same time, flexible product design and investment in customer education to reduce demand uncertainty and increase buy-in also yield good results.
The need for flexibility, adaptability, ability to hold supply in readiness for the demand that builds up through education, clarity and events results in an adaptive supply chain that looks like alternative number 2 in the round figure above.
The key strategy is to make sure that suppliers and co-developers of technology and production capacity are fully on board with the plan and work alongside your business – as part of your 5 STAR Network.
If you have any doubts about any of the co-developers or suppliers, it is better to continue looking, negotiating and influencing till all the members of the 5 STAR Network are fully on board with you.
Consultants, think tanks, industry organizations, academia, research laboratories, brokers play a critical role in bringing together businesses that could form part of the same 5 STAR Network.
They play an even more important role in keeping the network humming smoothly, ironing out any wrinkles in the relationships. Such an adaptive supply chain is shown in Figure 8.4 of the book.
We have already seen how, in such an adaptive model, several organizations work together in an adaptive network to think and solve problems of their common customer/s.
Our client, an entrepreneur with massive innovation, used this model to work alongside some of the largest and best heavy machinery and engineering corporations in the world in order to bring their technology to the market successfully.
This was also a good example of the Fire-Aim-Ready (FAR) Innovation, but we will use yet another case example – of a much more ubiquitous product, an iPhone – later in this chapter to illustrate that effect.
In box 3 (dark green) above the situation is exactly the reverse. Imagine a pharmaceutical company trying to find a cure for cancer or a number of other old age infirmities.
As the population ages, the demand is already present and growing. However, on the supply side of the equation, the research and development are being carried out in the laboratories of large pharmaceutical companies and their collaborating partners in academia, scientific establishments, consultancies and other organizations.
The patent system, to some extent, restricts the collaboration – barring this anomaly every company would be keen to collaborate much more openly to gain part of the returns of a first mover advantage in a blockbuster product.
However, in any scenario, an adaptive supply chain similar to the figure above will result in far quicker and more effective innovation at a much lower cost. In fact, that is the reason for collaboration, despite the patent laws.
Successful strategies in this scenario will hold demand in Supply Chains till supply eventuates. At the same time, the business will make massive R & D investments to build further product innovation and sell limited quantities to early adopters under limited conditions – which is indeed the case in the pharmaceutical industries.
We will not discuss the box 4 (yellow box) in this article because such a scenario, where demand is highly certain and the level of innovation is mammoth, is rarely encountered in real life. Such opportunities are snapped up in a jiffy.
We have seen how the super-networked businesses use their 5 STAR Business networks to build adaptive supply chains and gain a massive advantage in the field of innovation. But this does not happen only in the fields of pharmaceuticals or high technology.
Apple, Amazon, Inditex and many other case studies dispersed throughout this book demonstrate clearly how super-networked businesses innovate better than the rest of the businesses in their industry.
Consider the case of Apple once more. Whether it is iPads or Apple TV, the company has never shied from firing first and then taking aim towards the target.
For example, the much maligned and a total flop Apple Newton, released around 1995, served as the key platform for the eventual success of iPads. Just because the technology or the public was not ready for the product, Apple did not shy away from testing, learning, improving, testing again, learning more and eventually succeeding.
As it succeeded with other products and learned the lessons (get the iTunes and iPod ready before launching iPhone) it has had less number of flops along the way.
Eventually, Apple will be ready with a unique, highly personalized and anticipated experience for each customer – which is the holy grail of the modern era. Most successful companies have followed similar Fire-Aim-Ready (FAR) trajectory to innovation, and examples abound.
If you have questions about your own company's innovation strategy, send me an email on firstname.lastname@example.com or take our diagnostic survey. The results are always enlightening for senior executives, as they always bring up some blind spots. Covering these spots will save you a lot of heartache, time and money.
I write about The Supply Chain CEOs, The 5-STAR Business Networks and Unchain Your Corporations. My website is at http://viveksood.com
I need to tell a true story which is about 16 years old.
Jon had just left the secure world of a senior role in a multi-billion dollar global corporation to accept the role of the CEO in a mid-size family-owned company. He had always been a go-getter, who had progressed fast in his previous roles.
He always showed impatience with the bureaucracy endemic in such large
So, I was not surprised when announced his plans to take command of the mid-size Australian company. Because he was not very close to me, I was a bit surprised when he sought me out, saying that he might contact me for a project once he was settled in his new role.
True to his word, and style, he did not let the dust settle before he called me up and requested a meeting. He gave me some details of the situation, and asked for a proposal to revamp the procurement department – which he saw as the weakest link.
Because the story is old, I can share some contextual information while changing other details. The company itself has been sold multiple times since; none of the information is confidential or identifiable.
Jon explained to me that he was the first external CEO in the business – which had so far been run by the founder. The company had been reasonably successful in the mining
Jon, being the go-getter, was just the right man for the job. He was promised total autonomy by the founder/ past CEO – who had stepped back to the role of the Chairman.
In my first meeting with the Chairman, I found him to be an extremely astute man, who had built a strong company through difficult circumstances. Granted that the recent boom had made things easy for the industry, he was not the kind of man who could easily relinquish control.
It will take a long narrative to describe exact details of the project, and these are not even relevant. Suffice it to say that Jon, who had taken his bosses assurance of total autonomy on face value, found it very hard to operate the company as a CEO.
Almost all the crew was used to go to a single man for every decision. For the past 25 years in the company, all decisions were made by a single man – the founder.
Despite the appointment of the new CEO, this continued to happen in our transformation project, as well as in the business-as-usual operations.
It became amply clear to us that our project proposal terms were unlikely to be honoured. There was no way to get the co-operation from the management team because everyone was afraid of what the procurement data might reveal about the past and present.
We requested a meeting with Jon and expressed an inability to continue with the project under the circumstances. He apologised to me about misreading the situation and putting us in very difficult circumstances.
The Chairman thanked us profusely for showing the direction to 'his' team and after getting
However, more ominously, within weeks, it was clear to Jon that he had jumped from a chiller to a freezer. Within weeks he moved on to a new role as the CEO of a different, more progressive, company.
I will talk about how the story ended later on in this article. Here, I want to come to the main point of this article.
There are many similar situations when you MUST not hire management consultants because it will only waste time and money.
In my last article titled – "How To Get The Most Out Of Your Management Consultants While Spending The Least On Them?" – I wrote
The Quality of Your Management Consultants Will Decide The Heights You Eventually Climb To
A number of people wrote back, objecting to the presumption that every situation is amenable to getting management consultants.
While I did not say any such thing, when I thought about the topic, I recalled this story.
Leading from it, I can think of other situations where we did not start a project just because the person leading the project was really not in control.
This can happen due to title inflation in some countries where people get titles without commensurate powers and abilities.
In many Asian countries, family owned corporations continue to be run by the family members, despite there being a whole cadre of professional managers in place.
It is very interesting to watch the dynamics of these organisations in practice. The problem arises when many foreigners are misled by titles, not too dissimilar to the rare Australian situation quoted above.
Unions are a fact of life in almost all big corporations – and they have a role to play in balancing the scales.
Yet, in some circumstances, they acquire so much power that any positive change is impossible. I quote one such very personal story in this article.
The point is simple – if the management is totally powerless against the unions they should not substitute analysis for action by carrying out one management consulting project after another.
That would be just throwing good money after bad.
If you adhere to these simple rules of the thumb then I can truly say that:
Coming back to the story that started this article:
The company went through two more CEOs, and an industry-wide government inquiry before the chairman finally relinquished control of the operation. At this point, the company was a popular target for take-over.
Start of the year is always a memorable occasion – full of joy and hope. It is also the time for new intentions, new hopes, and new habits.
Like many families, we use the end of the year break to set the tone for the coming year – individually, and as a family.
That is the best way I know of sustaining momentum in Global Supply Chain Group for the last 20 years, as well as for physical, intellectual and skills development of three young boys growing up in a culture of entitlement.
One of my sons, who is studying a very tough engineering course at a highly competitive university made an extremely good point in a conversation with me. We were discussing how we can both achieve a breakthrough far above what we achieved last year – he in his study results, and I in my golf results.
The reason it is worth repeating here is because we have both gone though a year of effort to achieve these respective breakthroughs, with not enough success.
We were reviewing our methods and efforts from last year when he commented that if do the same things, in the same way, all we can get is the same result.
My thoughts immediately turned a number of my clients, who always complain that they have tried everything to get a breakthrough in their supply chain and business, and gotten little results.
Exactly the same situation is applicable there. I summarise the situation in the following diagram:
Now that he has made this observation, we are slightly further ahead on the curve in the last 4 days. We know that we need better methods, not just work harder.
But now comes the hard part – I am not a golf expert, and he is not an engineering expert. In fact, I touched my first golf club only after the age of 35 or so. To find methods that will take my golf handicap from 13 to 4 is not easy.
It is not that there are not enough people each with their own methods. It is just that I don't know which one of them will work for me. That applies to a regular golf-pro lesson too – I tried those one year.
I want to solicit the help of my well-wishers, so they can suggest some methods that might work. I have to find my own way through a maze of methods to choose the ones most likely to work for me.
Then I have to apply the chosen method – till it is clear that they are effective, or not. Then, I have to incorporate them in my
My sons' challenges are even bigger. Luckily, I am not studying engineering in UNSW, or for HSC in a selective school. Yet, I am sure they will measure up to their own challenges. That is the nature of these things.
There were only 24 hours left. Tomorrow the board would pull the plug on the project which had continued for well over 3 years. The total costs as per internal calculations had run into hundreds of millions of dollars.
External consultants reckoned that when you included the costs of internal resources seconded to the project from rest of the organisation, and other costs buried elsewhere in P&L's the real total was at least double of that.
However, the project had built a momentum of its own. No one was willing to point at the elephant in the room, let alone to lead it out. Careers were at risk. Good careers – built over several years.
I will talk about the outcomes later in this piece. Before, I do that I want to spend some time talking about how did the company arrive here?
How did so many competent people miss obvious and easy signs that the project was not on track. More importantly, where did it all go off the rails?
Of course, I have covered these, and other similar questions in my book OUTSOURCING 3.0, and in my blogs and videos. The book, in particular, carries a very comprehensive model and diagnostic tool kit, which is value for money.
In this piece, I want to focus on only a few key points. And, I want to frame it as a positive affirmation of key things that would build momentum towards success.
Three kind of congruence is important:
In the case quoted above, while minor lapses occurred in all three, several major gaps very readily apparent in #2. It appeared as if IT team was working in total isolation from the Supply Chain and Business Transformation team – though their projects were closely linked.
Short term, tactical thinking – predominantly related to cost savings and control issues and considerations tend to dominate. It is quite easy to lose track of the big picture in the process. All the initial discussions and dreams of gaining competitive advantage are thrown out of the window at the first opportunity.
Then, what is the point in spending all the money? The project appeared like a lot of effort, just to stay in the same place.
This takes more than a flight of fancy. A lot of things will change when one thing changes. You cannot ever do enough of visualisation and preparation. Every time you do this exercise, you will discover some more things that need to change in parts of the processes, infrastructure, skill sets, SOPs, contracts, warehouses, etc. Change it.
That brings me to my last point. All this difficult work is highly specialised; it also takes considerable time and money. It needs skills rarely found inside organisations, or even in IT service providers.
While it is well known that most IT projects run into time and money problems, the scope adjustment problem is less well articulated. Yet, taken together, these can wreck havoc on your business outcomes.
The above graphic – taken from my book OUTSOURCING 3.0 sums up the situation nicely.
In the case study quoted at the start of this post, the outcomes were a lot different than what was expected by the majority. The board made a bold decision and pulled the plug on the project in the middle. That single decision most likely saved the company in the long run. They could have saved a lot more money if, at the outset, they are created governance structure to ensure just a few key points. After all, prevention is better than cure.
"What is success? How do you define it in your current role?"
It was a simple question.
I asked this question of the room in general. I expected multiple replies from the all the executives in the room.
Then, I realised that none would be forthcoming.
A number of cultural factors were at play. The boss was in the room. No one wanted to be seen to be on the wrong track.
I had only 45 minutes to deliver some breakthrough insights to the group. Many people had flown in for the one day conference from distant locations.
My help had been enlisted by the 'boss' to get his team to lift the game. I better deliver what I had signed up for.
I had prepared my keynote presentation. The facts, the figures, the frameworks all stacked up. It could all be neatly delivered – well enough to justify my fees for the speech.
But, the audience were simply too 'disengaged' due to presence of the 'boss'. Obviously, I was not fully aware of this dynamic – or, I would have thought twice about the engagement. Life is too short to take assignments with no probability of success.
Yet, there is always a way to succeed in every situation. Especially, if we think broad and deep.
But, the time was running out. I had to think quick. I had to think on my feet. Was it possible to send the 'boss' out of the room?
Would it have been possible to negotiate that he stay out of the room in the first place? No.
Then, it would be impossible to send the 'boss' out of the room.
Then, what else could be done? What was the right way to proceed?
I decided to change tack on a short notice.
I asked the audience to divide themselves into groups of 8 individuals and introduced a simple supply chain game. I improvised some gaming aids.
The rules were very simple to understand the execute. Each group was to play the game three times, and note down the results.
I asked for volunteers to come up and share their experiences from the game. There were many enthusiastic volunteers. They even linked the learnings to their work. They saw things that no one else did. Their were ecstatic by the end of the gaming session – and not just from the games.
I asked three group leaders, with one key point each, to stay on the stage. They expanded on their key points. They talked about why these points were important to their business. They talked about what changes could be made to the business from next day itself. They were enthusiastic, knowledgeable and on the right track. They started making points that linked up with my presentation.
I flicked my presentation to the last slide – where these same three points summarised the entire presentation.
The group leaders had already delivered what I had signed up to do. There was a thundering applause from rest of the audience.
I was at a Melbourne Cup luncheon yesterday, and someone asked me why I do not write about Bitcoin.
On my mobile, I showed them a paragraph from my book THE 5-STAR BUSINESS NETWORK written in 2013, where I talk about the emerging Digital Currency Networks.
But the truth is that given the attention Bitcoin has garnered over the past 5 years – I have barely written anything more on it. During the period the price of Bitcoin has been very volatile, and every move has been accompanied with millions of words written by the mainstream press as well as the more respected blog writers.
Take a look at the 5-year graph below:
The value of a single bitcoin rose from nearly 0 in 2016 to over 25,000 AUD in late 2017. Since then it has been very volatile, now relatively steady in the range around AUD 9,000 mark.
Lots of people came on TV and explained all the reasons why it was where it was that point in time.
Braver people made predictions too. Some even proved to be right for a period of time. Some of those reasons sounded even plausible.
Many people asked me for my opinion, and I always referred them to Enron. I explained that around the start of the century when Enron was in a similar place, people in parties would ask my view on it.
Enron was the darling of the quick buck brigade at that time. Some people even made money on it. Much more money that anyone would ever make by flipping houses, or companies.
But there were at least two big reasons I did not offer an opinion:
Many friends who knew that I scored the only 100% mark ever in the sloggiest finance course in my MBA would not believe either of those too reasons. And, they would press me for an opinion. Perhaps they had money riding on it.
Some, the wiser lot, even took my unwillingness and inability to offer a point of view as a sign, and made the decision which turned out to be right for them. A few even thanked me. Yet, I claim no credit for saving them a buck, or two.
I was merely stating a fact –
I Don't Understand It.
And, that is all I have to say about the Bitcoin.
If you want to know about more things that I do not understand – feel free to offer suggestions.


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Danny Gallagher | Book Signing
April 22, 2019 @ 2:00 pm - 4:00 pmFree
Please join us to celebrate the launch of Danny Gallagher's book, Genius, a biography of Rick Mauran. Danny will be doing a book signing at the store.
Monday April 22nd
2 to 4pm
Ben McNally Books
366 Bay Street
This is a free event
All are Welcome

subset: commoncrawl


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Ludwigsburg Palace - Wikipedia
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on from Eas previous one (see figure), created a perceptible atmosphere of than men and women were involved in the events of the summer of. Ludwigsburg Palace (Residenzschloss Ludwigsburg), also known as the " Versailles of Swabia" . Inthe concerts were packed into a single week as the Ludwigsburger Schloßtage ("Palace Days").
. The two pavilions to the west and east of the corps de logis are connected to it by arcaded galleries, completed in. Included in the exhibition at Ludwigsburg city museum are photos from it the single purpose of a visit to Ludwigsburg — the exhibition can be.
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Town Council of Ditzingen , Germany :: localcitizens
Retrieved 16 December The Ditzingen city hall is the center of events in the town, which gives also home to theater performances among Ludwigxburg events. Birkenmaier, Werner 8 September Retrieved 2 June InJenisch was replaced with Johann Friedrich Nettewho completed the majority of the palace and surrounding gardens. The Neuer Hauptbau and the Blooming Baroque gardens from the south.
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Exhibit in Ludwigsburg recalls US troops in Germany
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The nose is fruity, fresh and offers a beautiful ripe and juicy fruit. It reveals notes of cassis, blackberry and liquorice associated with subtle hints of redcurrant, fine notes of spices as well as discreet hints of flowers, toasted, vanilla and a hint of racy minerality/flint. The palate is fruity, well-balanced and offers a beautiful juiciness, a beautiful freshness, a small fat, a fine concentration as well as a small tension. On the palate this wine expresses notes of juicy blackberry, juicy cassis and more slightly juicy wild strawberry, fresh raspberry associated with fine touches of toasted oak, liquorice as well as a subtle hint of chocolate (in the background), oak and a very discreet hint of nut on the finish. Tannins are fine and very slightly firm. Good length.
Les Fiefs de Lagrange 2017 – Saint-Julien
Note (Score): 15.75/20
Note (Score): 91-92/100
Date de dégustation (Tasting date): 04/2018
Dégustateur (Wine Critic): Choukroun Chicheportiche Jonathan
Type d'agriculture (Agriculture): Agriculture Raisonnée (Sustainable Agriculture)
Type (Kind): Rouge (Red)
Format dégusté (Tasted bottle size): Bouteille (Bottle)
En Primeur (EnPrimeur): Oui (Yes)


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ISNA | Shima Masjedi: Iranian Parliament Speaker Ali Larijani and Omani Foreign Minister Yusuf bin Alawi held a meeting today morning here in Tehran. The Omani minister had held talks with his Iranian counterpart Zarif and Iran's Secretary of Supreme National Security Council (SNSC) Ali Shamkhani on Saturday.
Source Article from https://theiranproject.com/blog/2019/07/28/photos-parl-speaker-larijani-fm-bin-alawi-meeting-in-tehran/
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HBSE Haryana Board 2019 Class 12th Result: The Haryana Board of School Education (BSEH), Bhiwani Class 12 results have been declared. Candidates can check their results on the official website – bseh.org.in. The result is also available at indiaresults.com. The Haryana Board senior secondary exams were conducted from March 7 to April 3 early this year.
Deepak of Science stream from Bhiwani scored 497 marks out of 500 to top the Haryana Board 12th result. In the Arts stream, Shiv Kumar of Palwal district and Shivani Bats of Faridabad district scored 494 marks to share the top spot. In the Commerce stream, Palak of Hisar scored 494 marks to become the topper.
As many as 7,65,549 candidates appeared for the exams across 1728 exam centres. While every year, the BSEH officials announce the result of class 10 and class 12 examinations, this year they have decided to announce the results separately.
READ/Full coverage HBSE Haryana Board 12th Result 2019 @bseh.org.in LIVE Updates: Meet toppers, check pass percentage, websites to download marks
Students need to secure at least 33 per cent marks in each subject to pass the exams. Those who fail in two subjects will be given a second chance in the form of a supplementary or compartment exam, else the candidate will be declared failed.
Last year, a total of 2,22,388 candidates had appeared for Senior Secondary (Academic) examination with as many as 1,41,973 passing the exam. The toppers last year were Naveen and Heena from Hisar. Naveen is a science student had top scored with 491 marks out of 500.
Step 2: On the homepage, check the 'what's new' section
Step 3: Click on Class 12th results 2019
Step 4: A new page will open
Step 5: Enter your roll number, date of birth and other details
Step 6: The results will be displayed
Step 7: Download and take a print out
About HBSE
The Haryana Board of School Education was established in 1969. The Board conducts the examinations at the middle, matric (secondary or high school) and senior secondary school (academic and vocational) levels, twice a year, in the state of Haryana through its affiliated schools.
For all the latest Education News, download Indian Express App


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Kiwanis Club of Yorkville: Yorktoberfest!
October 5,2019 Kiwanis of Yorkville invite you to Yorktoberfest at Bi-centennial park for food, fun, and music for all ages. The goal of this event is to raise $15000 to award in scholarship money. You can help by attending this amazing event, sharing on social media and letting our sponsors know you heard about them through Yorktoberfest.
Kiwanis of Yorkville is a non-profit organization with the mission of completing service projects that improve the quality of life for children and families located in the Yorkville and Kendall County communities. We are always looking for members please feel free to contact us with any questions.
Check out our event on Facebook! https://www.facebook.com/events/425222331651072/
Contact Kiwanis Club of Yorkville


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A Ace Hotel
- Free WiFi
- Collect nights
Had a great night stay in this hotel. Close enough to the train station and many walkable…
I was pleased with my stay here. It's walking distance to the train station and easily…
A Ace Hotelfrom A$48
- Classic Twin Room, 2 Single Beds
- Economy Double Room, No Windows
- Classic Double Room
- Family Triple Room
- Deluxe Quadruple Room
- Economy Twin Room, No Windows
More great choices
What's around A Ace Hotel
- In West District
- Taichung Park - 14 min walk
- Taichung City Hall - 3 min walk
- Zhonghua Night Market - 18 min walk
- National Museum of Natural Science - 35 min walk
- Green River Waterfront Corridor - 1 min walk
- ASEAN Square - 6 min walk
- Taichung Cultural and Creative Industries Park - 7 min walk
Getting around
- Taichung (RMQ) - 40 min drive
- Taichung Station - 10 min walk
- Taichung Taiyuan Station - 6 min drive
- Taichung Chenggong Station - 11 min drive
- Airport shuttle (surcharge)
At a glance
Key facts
Hotel size
- This hotel has 26 rooms
- This hotel is arranged over 6 floors
Check-in and check-out
- Check-in time 3 PM-11:00 PM
- Check-out time is noon
- Express check-in/out
Airport shuttle service is available during limited hours. Fees may apply. Contact the property in advance to make arrangements.
Required at check-in
- Credit card, debit card, or cash deposit required for incidental charges
- Government-issued photo ID required
- Minimum check-in age is 18
Travelling with others
- No cribs (infant beds)
- Pets not allowed
- Free WiFi in public areas
- Free WiFi in rooms
- Airport shuttle during limited hours *
- No parking
Payment types at the property
Other information
- Smoke-free property
In the hotel
- Room service
- Refrigerator in a common area
- Water dispenser
- Front desk (limited hours)
- Tours/ticket assistance
- Laundry facilities
- Luggage storage
- Multilingual staff
- Number of buildings/towers - 1
- Year Built – 2017
- Braille or raised signage
- In-room accessibility
- Roll-in shower
- Wheelchair-accessible path of travel
- Chinese
- English
- Japanese
In the room
- Air conditioning
- Coffee/tea maker
- Premium bedding
- Shower only
- Free toiletries
- Hair dryer
- Cable TV channels
- Desk
- Free WiFi
- Phone
- Free bottled water
- Daily housekeeping
Recommended hotels
A Ace Hotel's small print
Also known as
- Ace Hotel Taichung
- Ace Taichung
- A Ace Hotel Hotel
- A Ace Hotel Taichung
- A Ace Hotel Hotel Taichung
PoliciesTax ID – 24839891
For transfers, guests must contact the property before arrival at the number on the booking confirmation.This property is licensed under an applicable law.Property registration number 台中市旅館393
Optional extras
Airport shuttle service is offered for an extra charge of TWD 600 per person (one-way)
We have included all charges provided to us by this property. However, charges can vary, for example, based on length of stay or the unit you book.
Recent reviews
Very good 8.2 From 154 reviews
Check in was smooth and the staff are friendly. The room is spacious. However, it is disappointed and annoying to find that there were many insects inside the room especially inside the toilet and shower area. There were also red spots on the wall in the toilet which make me feel uncomfortable.
Very helpful staff and room service was prompt and of high standard. Staff even printed out the bus routes for all places of interests in their local areas for guests to pick up for reference. Bed was firmed and sheet was fresh. Breakfast available just across the hotel with hot coffee and delicious burgers. Reaching Shen Ji New Village (where young entreprenuers set up their stores) is walkable from the hotel if you have data and GPS.
The room is new and clean. But the no-window rooms are quite small, especially the bathroom.
Very good location, good price no complaint
We stayed in this hotel for 5 nights. It is nice and clean. Location is very convenient. The front desk service are very friendly and helpful. We enjoyed the stay. The only thing that prevent us from giving them the best score is the size of the room. It is really small. It's tough for us to find space to put our 2 hand carried luggage. Location is very convenient.
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Forty-five years after his death, Martin Luther King's vision of racial and economic progress continues to exert a powerful influence on our society. In this video, Marilyn, a young African-American electrician apprentice, reflects on MLK's legacy and how construction work and access to a good career has radically improved her life. Construction gives Marilyn not only socioeconomic mobility, but also an intellectual and physical challenge.
"From the Ground Up" is a series of videos profiling diverse individuals within the construction trades, ranging from veterans to women to former convicts to youth of different incomes and ethnicities.
Happy Martin Luther King Jr. Day to all! Please enjoy the video and share it with friends.
» Read more about: Dr. King's Economic Legacy: Jobs and Justice »
Today Rev. Martin Luther King Jr. is viewed as something of an American saint. His birthday is a national holiday. His name adorns schools and street signs. Americans from across the political spectrum invoke King's name to justify their beliefs and actions, as President Barack Obama will no doubt do in his second Inaugural speech and as gun fanatic Larry Ward recently did in outrageously claiming that King would have opposed proposals to restrict access to guns.
So it is easy to forget that in his day, in his own country, King was considered a dangerous troublemaker. He was harassed by the FBI and vilified in the media.
In fact, King was radical. He believed that America needed a "radical redistribution of economic and political power." He challenged America's class system and its racial caste system. He was a strong ally of the nation's labor union movement. He was assassinated in April 1968 in Memphis,
» Read more about: Martin Luther King Jr., Eternal Radical »


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- 11/07/2018 by Uplift Drones
- DJI Drone Industry News Drones + Equipment Events
- New Product, Photography and Videography, Product Launch,
DJI 'See The Bigger Picture' Event Delayed Following Mavic Pro II 'Leak'
DJI continue to amaze us with the drones they produce year after year.
And when the company announced an exclusive event last month, we were all hoping this was the date we would finally get to see the highly anticipated DJI Mavic Pro II.
But while we were all very much looking forward to the upcoming DJI event next week, dubbed See The Bigger Picture – where many expected the release of the Mavic Pro II – has now been postponed amid alleged leaked images of the new Mavic quadcopter online.
According to reports, DroneDJ were the first website to publish the image – which appears to show the new drone with 'Mavic 2' printed on one of the propellers and seems to reveal some interesting new features that the Mavic Pro II might have.
From the leaked image, we can see that the new and improved Mavic Pro seems to have a sleeker and more aerodynamic design but still has the same shape and colour as its predecessor.
The image also appears to show several different parts on the table, which looks to include a removable gimbal, while reports have also suggested that the brand-new Mavic may even have improved 360-degree obstacle avoidance technology.
Image credit: Twitter
The leak comes just days after we revealed that another highly anticipated DJI drone – the Phantom 4 RTK – has already been listed on the company's website before the actual product has been released.
While a new date for the 'See The Bigger Picture' event is yet to be confirmed, we will just have to wait and see what DJI actually have in store for us when the event does finally happen.


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Putting the fastest lap of the day for the BITD Mint 400 qualifying was Vegas resident Rob MacCachren with a time of 4 minutes and 9 seconds, which was 5 seconds faster then next in line Bryce Menzies. MacCachren battled it out with 62 other unlimited vehicles around a tough qualifying loop filled with silt, jumps, rocks, big whoops and lots of elevation changes.
In the Class 1100 qualifying, Ali Banning came out on top followed by Bryan Folks, and Ronnie Wilson.
Top 30
Full Unlimited Qualifying Results
Full Class 1100 Qualifying Results
Photos by Jason Zindroski


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Español: La casa
Learn the parts of the house in español.
Academic Vocabulary 2
Words commonly used in academic settings
Week 2 Vocabulary: Nouns
Given the definition, spell the correct vocabulary word that matches.
Unit 7 Phonology I: Build Your Knowledge
Revise and build your knowledge of phonology terms.
Art History Timeline Review
This game is to review information found in the Art Historical Timeline
The Development of Human Societies
Take a chance! Solve the puzzle for each of these terms related to the evolution and development of human societies.
El tiempo (Weather)
LI: To recognize the weather expressions in Spanish.
El Tiempo (Hangmon)
LI: To review weather expressions in Spanish.
All about language
Match the description to the correct words
English and Russian "Clothing"
An item of clothing will be shown in English, find the correct term in Russian


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Garton's Rolling Monkeys play the music of Jelly Roll Morton and Thelonious Monk in a 'New Orleans frontline meets dirty brass band' mash-up. Hectic Charleston vibes for non-stop dancing. Featuring:
Andrew Garton
Lachlan McKenzie
Ange Gadd
Aaron Jansz
and more!
$10 on the Door. Kids free. Doors at 3.30pm. Gig starts 4pm until 6pm. Jam to follow until 7.30pm.
Beer on Tap, Wine and Cheeseboards, Full Bar and Multiple Kitchens. Stay for dinner!


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The Book Depository Australia
Earn up to 4% cash back in digital currency
Your reward will get approved after 60 days on average.
The Book Depository one of the world's largest dedicated online booksellers, offering over 10 million book titles, available for dispatch within 48hrs. Free delivery worldwide!GO TO SHOP


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Glaucosoma hebraicum Richardson, 1845
West Australian dhufish
photo by
Shao, K.T.
|Glaucosomatidae (Pearl perches)
|Max. size:
|122 cm TL (male/unsexed); max.weight: 26 kg
|reef-associated; depth range 1 - 200 m, non-migratory
|Eastern Indian Ocean: endemic to Australian waters. Distributed from the Recherche Archipelago off Esperance, to Beagle Island, although they are rare north of Shark Bay. Records from Japan (Ref. 559, 12517) and Taiwan (Ref. 5193) are Glaucosoma buergeri (Ref. 27621).
|Dorsal spines (total): 8-8; Dorsal soft rays (total): 11-11; Anal spines: 3-3; Anal soft rays: 9-9. One dark vertical band through eye which may disappear with an increase in size; 11 dorsal fin rays and 9 anal fin rays. Supraclavicle not developed into a bony shield. Peritoneum and gill rakers pale; lateral line with 44 to 48 pored scales; juveniles with wide dark horizontal bands wider than interspaces.
|Westralian jewfish live in shallow inshore waters and depths to over 200 m (Ref. 27560). They are present over hard, flat sea beds (e.g. limestone shelf) and in reefs, wrecks and underwater caverns and gutters. Adult fish move into shallower waters in the cooler months between April and June (Ref. 27560, 27561). Juveniles tend to remain in shallower water than adults and are rarely found in waters more than 100 m deep (Ref. 27560). Adults feed mainly on fish, also rock lobsters, crabs, squid, octopus and cuttlefish. Marketed as fresh fish (Ref. 10384).
|IUCN Red List Status:
|Not Evaluated (Ref. 96402)
|Threat to humans:
|Country info:
|Senkaku Islands, Ishigaki, Okinawa Pref. (Ref. 43239).
|Entered by: Sa-a, Pascualita - 07.09.95
|Modified by: Luna, Susan M. - 06.06.17
|Checked by: Luna, Susan M. - 04.11.98


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Personal training is the fastest and safest way to get seriously awesome results. As a experienced trainer, I develop fun (yes, fun!) individualized fitness programs that incorporate cutting-edge exercises and nutrition to help you crush your fitness goals. JUMP Fitness 101 personal training studio provides a Combative Training facility to help you reach your fitness goals.With specialized certifications that ensure you're getting an effective workout, as a trainer I will provide limitless motivation for everyone. You don't need to be a professional athlete or aspiring fitness guru to be part of my program.
Providing the support you need, a trainer is invaluable in helping you achieve your personal health and fitness goals.
From keeping you motivated and accountable – to helping you get more out of your time, I am invested in your aspirations as much as you are.
As a personal trainer, I take your fitness goals seriously. I understand that losing weight and gaining muscle can be challenging, and my goal is to help you overcome hurdles in order to reach your goals. I will analyze your body type, BMI, and metabolism, to create your individualized fitness plan.
With years of success and experience, I am capable of analyzing your body and creating a fitness plan that will help you achieve your goals. Most plans include healthy eating and exercise, to ensure the best results. I will work with you to keep you on track and motivated as we work together to reach your goals.
I understand that adapting new fitness habits is difficult and often times fails. My goal is to change your view on fitness, so that it becomes apart of who you are and your lifestyle. I strongly believe that if you practice healthy habits, you will be able to obtain a healthy lifestyle.
It might be your son, it might be your daughter. it doesn't really matter.
In any case, you realize that you have a kid that has above average ability. The big questions are, what do you do now and how do you continue to help them develop?
By working with JUMP Fitness 101 , I can help develop a safe and effienct training program to help increase yourchild's level of performancein any sport.


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Villa Singaraja DG
This luxury, stunning, beachfront freehold 2 level real estate is…
IDR390,000,000 per Year
We offer a selection of Yearly Rental properties in Balis most popular areas, this is one of the property in Kerobokan – Bali. This Bali Property consist of 4 bedrooms in a 500 sqm land size. Many people choose to make their home in Bali or at least for part of the year and for most, renting is the best option. This is the easiest way to live in Bali without actually purchasing a house in Bali. Bali is home to some of the friendliest and most welcoming people in the world.
– Land Size: 500m2
– Building Size: 350m2
– 4 Bedrooms
– 3 Bathrooms
– Furnished
– Enclosed Living
– Kitchen
– Swimming Pool 6m x 9m
– Gardens
– Parking Area
– Staff Room
– Electricity 7,700 Kwh
– Ceiling Fans in the Living Room
Code : KRRVLBLI970
This luxury, stunning, beachfront freehold 2 level real estate is…
"Stunning absolute beach front freehold Villa Vedas is situated on…


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Monstera 05 3D model
Monstera 05
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 may not be sold, given, or assigned to another person or entity in the form it is downloaded from the site.
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3D Modeling
3D model formats
- Autodesk 3ds Max (.max) (2 files)-Version: 2013Renderer: V-Ray Version: 2016Renderer: V-Ray
- Autodesk FBX (.fbx)2.86 MB
- Textures 1.17 MB
- 3D Studio (.3ds) -
- OBJ (.obj, .mtl) -
- Stereolithography (.stl) -
3D model details
- Publish date2018-08-15
- Model ID#975548
- Animated
- Rigged
- VR / AR / Low-poly
- Geometry -
- Polygons 0
- Vertices -
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- UV Mapping
- Unwrapped UVs Unknown
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Before: Front (left) Central tooth has a poor restoration. Does not look natural and is not contoured properly to match the gumline of the rest of the teeth.
After: Replaced with an All Porcelain Crown (no metal). Tooth is now contoured to match the rest of the gumline. Restored tooth looks very natural and matches the shape and color of the patient's teeth.
Note: Patients depicted in photos have provided their consent to display their pictures online. Results may vary.
Before: Patient needs a Single Tooth Replacent of one Upper Central Incisor.
After: Smile and function restored with a Single Implant and an All Porcelain Crown (Cap) that fits securely over the implant.
Before: Patient needs Upper and Lower Arch Rehabilitation.
After: Great smile, chewing function, and facial tissue support possible with an Upper Denture that is supported with Implants and Lower Implants and Crowns
Before: 3 Unit bridge with chipped porcelain molar (supporting metal showing on molar tooth), poor enamel color match to patient's natural teeth, and poor fit around the patient's gumline.
After: Replaced Bridge with an All Porcelain Bridge. The new bridge now also matches the patient's natural tooth color and was designed to properly fit around the gumline. Proper fit aids in decreasing decay and the ease of the patient's ability to clean around a bridge.
Very good I've been here a few times and thought that Elaine did a fantastic job. I never felt worried about her work. I've gone for two cleanings, and had some minor work done. I would recommend going here if you are looking for a very good dentist located in the city. She's very gentle, very nice, and very much worth the visit."
Alex P.
Awesome Dentist I have been seeing Dr. Adler for nearly 2 years now. I find her to be a professional, dedicated, flexible and caring dentist. When I hurt my tooth, she made sure to see me quickly. This type of personalized care is rare nowadays when people just want to get you in and out. I also found that she recommended the best treatments for me and not necessarily the most expensive. If you want a friendly dentist- this is the place to go.
Stacey A.


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Our cosy rooms in overview!
360° Tour trough our hotel & rooms
These room types you can choose:
Our cosy rooms in overview!
360° Tour trough our hotel & rooms
These room types you can choose:
Double room - Comfort "Grünberg & Mayrhofen" 20-22 sqm
Our new comfort room for pairs or friends with flexible beds:
Double- or twin beds; allergic free
Shower /WC, hair-dryer, telefon, flat-screen sat-TV (intern. channesl), wi-fi and balcony.
Some rooms with 3rd bed possible.
Studio/Appartment "Finkenberg" & "Zillertal" 2-4 persons 40 & 47 sqm
Cosy Studiosuites from 2 persons up. Highest comfort for holidays with your family or friends; allergic free
1 sleeping room with double bed, living-/bedroom, kitchen with sitting corner, safe, 2x flat-screen sat-TV (intern. channesl), safe, telfon, wi-fi and balcony
Studio/Apartment/Familysuite "Penken" 2-6 persons -~70 sqm
1 sleeping room with double bed and balcony with best view, 1 sleeping room with large bedcorner, living-/bedroom, 3x flat-screen sat-TV (intern. channels), kitchen with seating corner, bathroom with double sink and shower, extra WC,
telefon, wi-fi, and balcony;
disable access, wheelchair accessible, allergic-free
Studio/Apartment/Suite "Tux" for 2 persons 36 sqm
Comfortable studio for 2, to enjoy your holidays in Tux-Finkenberg.
1 sleeping room with sofa (3rd of 4th person possible), large bathroom with shower,/WC, kitchen with seating corner, safe, telefon, flat-screen sat-TV (intern. channesl), wi-fi and balcony;
allergic free
|Our Standard/Economy rooms:
Double room standard
20 to 24 sqm
Seats, some with Couch, shower/WC, hair-dryer, 26" flat-screen sat-TV,
wi-fi, telephone and balcony
Family room
~40 sqm
Anterroom, bed room, living/bed-room, with bath with bathtub, hairy-dryer, sep. WC, flat-screen sat-TV, wi-fi, telefon and balcony
single room
~18 sqm
single bed room with, shower/WC, hair-dryer, flat-screen sat-TV,
wi-fi, telephone and balcony
Appartment -
From all rooms you will have a great view to the mountain-landscape of the Zillertal!


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Image Development & Visual Communication
Define and align your mission, concept, and image with target audience
Superb graphic design and visual communications
Create accessible and impactful elements that work together:
Digital marketing, internet presence, website content, branding,
marketing and promotional materials, social media
Combine image elements to create unified image
Ensure impactful first impression with expert graphic design consulting
Public Affairs and Communications
Identify critical communications needs
Ensure accurate and consistent messaging
Provide culturally relevant bilingual communications
Create materials: e.g. press releases, media alerts, announcements, digital and social communications
Prepare and manage public and private events tailored to your needs
Crisis management
Copywriting – Editing Services in English and Spanish
Everything is on the message:
Impormex offers creative or informative writing for verbal or textual content.
We will assist you in telling your story, and crafting it in the most effective and impactful message for your reader/audience, that will produce an emotional response:\
Business plans, press releases, memorandums, white papers, catalogs,
brochures, postcards, sales letters, and other marketing communications materials.
Developmental editing, and copy editing, proofreading, fact checking, layout, and design.
Internet content including web content, ads, emails, blogs, social media and other forms of
electronic communications.
Comments are closed.


text: Vapor Degreasing for Medical Devices — How It Works MicroCare Medical delivers the high performance cleaning for medical devices using a process called "vapor degreasing." This water-free process is a superior choice for medical devices because the process easily cleans parts of any size and geometry. Cleaning is fast and gentle, and the parts come out clean, dry and cool to the touch. Perhaps...Continued


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132 W WILLIAMS LN, Grantsville UT 84029
We are so excited to introduce our new Designer Styled homes! Choose from multiple exterior and interior color palettes, beautifully designed by one of our local Designers. The photos here show our Mulberry with the Contemporary Exterior Palette The Mulberry is one of 6 plans that can be built on one of our beautiful 1/2 acre lots in Wells Crossing with amazing 360 degree mountain views. NO HOA, One share of irrigation water included, along with 1 Year Century Link Fiber service! This plan boasts Formal Living & Dining or Den; 2 Tone Paint; Upgraded 5 3/4 Baseboards; Can Lighting in Kitchen; Stainless Steel Smooth Top Range, Microwave & Dishwasher; Staggered, Knotty Alder Cabinets w/ Crown Molding & Hardware; Large Pantry; Main Floor Laundry; Large Walk-In Closet; Carriage Style Garage Door & More. Built by an Award-Winning Builder, this Energy Efficient Certified Home includes 2x6 Exterior Construction, Blown-In Fiberglass Insulation (R23 Walls/R45 Attic) 95% Efficient Furnace, 96% Tankless, On Demand Water Heater; 14 Seer AC; LED Lighting; Ceiling Fan; NEST Thermostat; USB Outlet and Much More! Photos are of previously built home and interior/exterior finishes my not represent the standards in this neighborhood. Square footage figures are provided as a courtesy estimate only and were obtained from plans. Buyer/Buyer's agent to verify all info - provided as courtesy only.
Room Layout
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To see the home located at 132 W WILLIAMS LN, Grantsville UT 84029 or any other home on this website please call (801) 391-0870
Property Listed By Equity Real Estate - Tooele
MLS Listings are provided by the Wasatch Front Regional Multiple Listing Service, Inc. All data, including all measurements and calculations of area, is obtained from various sources and has not been, and will not be, verified by broker or MLS. All information should be independently reviewed and verified for accuracy. Copyright © 2020 UtahRealEstate.com. All Rights Reserved. Information not guaranteed.


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Call The Perch to make a booking on:
The Thames path winds north of Oxford from just behind the railway station, and if you keep walking for about 15 minutes – past over-hanging woodland, allotments and boatyards – you'll eventually
come upon The Perch, nestled into the picturesque hamlet of Binsey. While you will find real ales, native ingredients and local countryside here, don't expect much in the way of English cooking –
the food is resolutely French, and proves its worth with the likes of slow-roast free-range pork belly with braised pig's cheeks, langoustines, dauphinoise potato and pak choy or scallops with
saffron-braised fennel and tarragon gnocchi. Lighter lunches focus on simpler fare (maybe a tartiflette, moules marinière or even a concessionary burger with French fries), while regular summertime
BBQs leave in-demand outside tables perpetually over-subscribed.
01865 728891
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Separate names with a comma.
Discussion in 'Accountability Partners' started by Alexander, Jul 24, 2018.
Just read this and i must admit i am guilty of this as well. Thank for for pointing it out.
It's true vitality to have compassion for people who are truly sickened by obviously truly wretched people who are truly out of control and out of their mind.
I AM SOO glad you brought this up and that YOU were glad too first and because of your hilarious comment!
I need an accountability partner and I need to be one too. I have many features and benefits to offer between 3:00 - 3:01 am & 4:19 pm until 5:15 to 7:48 pm ish and listening with positive or negative acknowledgements which will be placed in time appropriately according to my partners pace in monotone single-syllabic mumble occasional glottal stop punctuation ONLY. don't get all ARE YOU EVEN LISTENING?! on me. Between 9:15 am till 11:45 am and from 7m to 3:01 am. No time constraints offered. No limits. At all! Don't ask. I mean it. I don't wanna hear that, " I'm taking all your time hat guitar player excuse to try to interpret my run on sentences don't need a point even if you do. Points available upon request.
This profile snap was plagiarized in broad daylight
Misty Eyed Mad Alive hypnosis theory, edgy real edgy, the devil burst in the door gorilla as you please. You could see that for the formidable horror of one aspect of the appearance and proud could not match the expectation of something which his late recognition very different their two offspring which were born in this same moment and they were backing away and out and slowly and as without knowledge anymore
fuckun hilarious, but horrible
No you
God, said you're flirting with death
and I said
No touch it! I dare You!
....if you're not chicken
Tough but true
very realistic.
[QUOTE = "barmantag، post: 1847269، member: 237636"] إذا كان أي شخص يبحث عن شريك للمساءلة بنسبة 100٪ ، فأنا على استعداد لبذل الجهد إذا تمكنت من الحصول على دعم مساوٍ. مجرد رسالة خاصة لي من فضلك ، ويمكننا أن نخطط لطريقة لتكون متبادلة الدعم. [/ QUOTE]
I accept that
We need to get rid of the unrealistic expectations.
41 year old Christian Bale looking for accountability partner. Well consider any one house mail for stop
Anyone, please consider me a 41 year old male who is married with two children as an accountability partner. Will try to be there for you in a similar way as well. I am rebooting after an ok month. Striving to do better.