CLIPBOARD GAME!!!!!!!!!111!11one

[Waig]

If I had a religion, Avarik and crooked would be the chief gods of it. Wher ehtye like fuck or smthn and Avarik jizzed outthe world and crooked took ashit and it turned into the heavens. and everyone just said imgay instead of actual words

[BilliePirate]

dannybont@live.com

[rendezvous]

[ame="http://www.youtube.com/watch?v=5-1GndpyrN0"]YouTube - La Coacha - "Gaydar"[/ame]

[BilliePirate]

HE WANTS TO TICKLE ANOTHER MANS PICKLE :3

I got nothing in my clipboard though.

[xteriormotive]

http://www.wikihow.com/Verify-the-Purity-of-Honey

[rendezvous]

HE WANTS TO TICKLE ANOTHER MANS PICKLE :3

I got nothing in my clipboard though.

that is exactly why I wanted to post that.
I found it hilarious.


nothing in my clipboard now wbut the same video.

[KageOni]

A global consumer product manufacturer I'm familiar with has been experiencing a rapid increase in sales and is looking forward to further growth through adding manufacturing and sales subsidiaries in Asia and Europe. The company's stated goal is to become the leader in its industry within five years. A key factor in achieving that objective, top management believes, is competency in supply chain management (SCM). Specifically, management wants to ensure that the company's supply chain capabilities gave it a competitive edge over others in the industry. To do this, the executives decided to conduct a comprehensive analysis of key aspects of its supply chain, diagnosing any problems and identifying the related root causes for them.

Management formed a task force and designated one senior executive as the sponsor and champion of this initiative. The task force included two groups. The first group consisted of two or three people from each of the company's functional units, including sales and marketing, manufacturing, material sourcing, R&D, MIS, and corporate planning. The other group was comprised of several supply chain consultants from a global business consulting firm.

The task force then adopted a systematic approach known as Supply Chain Assessment, or SCA, which guided them through the analysis over the next eight weeks. Their focus included SCM processes, performance metrics, information systems, organizational rules and procedures, cross-functional integration, and inter-organizational collaboration. The effort proceeded in a series of steps from problem identification to solution generation through information gathering to final analysis and implementation.

In the end, the task force's efforts revealed many critical issues and potential problems in the company's supply chain. Some of these issues were expected; others were not. For example, while inventory levels were less than a few days at manufacturing subsidiaries, inventories at most sales subsidiaries were very high. In fact, the rate of obsolete inventory (inventories over six days old) at these sites turned out to be a large portion of the total inventory--an alarming finding to management.

[ILLUSTRATION OMITTED]

The analysis also unearthed several other problem areas, including poor intra- and inter-organizational supply chain synchronization, lack of proper rules and policies in planning and execution, and no mechanism for performance measurement, among others. Basically, it was a wake-up call. Yes, sales were increasing. But the analysis revealed that it was mostly due to overall market growth--not to better supply chain performance in areas like forecasting, order management, and customer satisfaction compared to competitors. These findings sparked large-scale corrective actions across all of the company's functional units and foreign subsidiaries. In particular, the company adopted consensus-based forecasting procedures, established an integrated SCM group, set simple rules for cross-functional synchronization, clarified roles and responsibilities for each unit and subsidiary, and put in place SCM performance measurement systems. The improvements in each area were immediate and dramatic.

SCA and What It Delivers

The scenario above illustrates the potential of a structured approach to supply chain assessment. Like the company we spotlighted, more and more manufacturing and service organizations today are asking "How are we doing from a supply chain perspective compared to our competitors and the industry leaders?" The answer to this question becomes all the more critical in light of the seemingly contradictory pressures to improve customer satisfaction while lowering inventories. The global expectation today is high-quality product delivered on time at a low price. In this environment, the leaders recognize that they need to continuously improve by detecting any problems in their supply chain. They must excel in planning capability, delivery performance, inventory and profit optimization, and customer satisfaction.

Supply chain assessment, or SCA, is a proven way to respond to this challenge. SCA is a systematic methodology used to evaluate the quality of a company's supply chain and identify areas for potential improvement. In simple terms, SCA's goal is the diagnosis of one's entire supply chain or part of it. The assessment helps a business unit, an entire company, and/or a supply chain network detect problems such as high inventory levels, lack of integration or collaboration, low forecast accuracy, poor delivery performance, and large gaps between plan and execution.

SCA is a data-driven diagnostic technique in the sense that a large volume of a company's data related to forecasting, sales, production, purchasing, and R&D is analyzed and the outcomes are presented with supporting evidence. Companies deploying this technique may find answers for such key questions as, How well is our supply chain designed compared to that of industry leaders? Where are we with respect to supply chain maturity? What needs to be done to improve our supply chain? As shown with the global consumer product manufacturer in our opening scenario, the SCA methodology offers the opportunity for continuous supply chain learning and improvement in a competitive context. (Exhibit 1 gives the key facts about Supply Chain Assessment.)

EXHIBIT 1

Fact Sheet en Supply Chain Assessment (SCA)

What

* A systematic methodology used to evaluate the quality of a firm's

or network's supply chain.

* A data-driven diagnostic methodology using various information

gathering and analytic techniques to move from the as-is state to

the desired to-be state.

Why

* To diagnose a supply chain, or a part of it, for purposes of

improvement.

* To help detect and correct SCM-related errors and problems.

* To continuously learn and adapt based on those learnings.

Who

* Conducted by external consultants in collaboration with internal

resources.

* Alternatively, done largely through internal team drawn from

various business functional areas such as sales, manufacturing,

purchasing, R&D, and MIS.

When

* Initiated in response to a specific event or conducted on a

routine basis.

* Event-driven examples: before SCM software implementation, after

a supply chain glitch or failure, as part of other company-wide

initiatives.

Where

* Either across the entire supply chain or focused on a specific

area, depending on each company's situation.

* Typical focus areas include supply chain planning, execution, and

strategy.

How and When to Perform?

The SCA can be performed in different ways. Many management consulting firms offer it as an independent service or as a part of a broader supply chain engagement. Often the assessment is part of a project to implement a supply chain management system (for example, advanced planning and scheduling, or APS) or to execute new supply chain processes. In most cases, organizations turn to consultants to help conduct the SCA because the needed in-house expertise is missing. In addition, most supply chain software vendors will perform an assessment for customers that are expected to purchase software from them. It's also possible for manufacturing or service companies to conduct a SCA largely through their own resources. Yet at some point, they typically find that they need to call in the consultants to learn more about industry best practices and how competitors are doing.

In most cases, companies undertake SCA in response to a supply chain glitch or failure--a parts shortage, product rollout problems, chronically late deliveries, and so on. In some cases the SCA is undertaken as a preliminary to the acquisition of a new supply chain software technology. Sometimes, it's connected to the launching of a companywide improvement initiative like Six Sigma or Lean. Or it could be initiated with the arrival of a new CEO.

Beyond these largely event-driven reasons, a growing number of companies have embarked on SCA as a way of continuously improving their supply chain. Since SCA helps companies monitor how well they plan, deliver, manufacture, and purchase, it can form the foundation of a supply chain-wide continuous improvement program. The major stages of the SCA implementation, described below, encourage companies to regularly monitor their supply chain progress and seek out ways to make exiting practices and processes even better.

Scope of SCA

The scope of SCA can vary widely, depending on the individual company's situation. Overall, the assessment focuses on three broad dimensions of the supply chain: planning, execution, and strategy.

* Supply chain planning includes demand and sales planning, master planning (production and scheduling), demand fulfillment planning, and purchasing and material requirements planning.

* Supply chain execution relates to order management, release of purchasing orders to suppliers, and manufacturing.

* Strategy includes collaboration with key customers and suppliers, sales and operations planning (S&OP), performance measurement, risk management, and product transition planning.

In practice, SCA is always conducted under various constraints related to time, budget, policies, and personnel. These constraints often dictate that the dimensions be investigated in a sequential manner. The plan dimension needs to be addressed. Then either the execution or the strategy dimension can be addressed next. (Note that some aspects of the strategy dimension such as performance monitoring and S&OP can be examined along with the planning dimension.) The plan dimension is addressed first because careful and comprehensive planning is a prerequisite for all aspects of supply chain execution. Similarly, the planning activities provide the information necessary to develop the strategic goals to be measured and achieved through such initiatives such as supplier and customer collaboration.

Within each area of the three dimensions, it is necessary to determine whether the company is employing certain industry best practices. Some exemplars would be consensus forecasting in demand planning, globally optimized master planning, superior available to promise (ATP) performance, synchronization of master plan and purchase plan, and profit optimization. A familiarity with industry-based supply chain frameworks and related research is helpful in determining which best-practices to study. (The Supply Chain Council's Supply Chain Operations-Reference [SCOR] model is perhaps the best known of these.) In addition, research firms such as Aberdeen Group offer industry best practices in many areas of SCM, including S&OP, risk management, demand management, and product transition planning.

EXHIBIT 2

Four Phases of SCA

Define Analyze

Goal * Determine the * Understand the

scope of SCA. various aspects of

the as-is supply

chain (systems,

data, processes,

people, KPK etc.).

Activities * Identify various * Execute the

project management various information-

activities to be gathering techniques

carried out. (e.g., interviews,

observation

* Develop a task * Apply appropriate

plan and a analysis methods

staffing plan. (e.g., root cause,

benchmarking).

Goal * Identify Umpmverned * Prepare a detailed

opportunities and roadmap for improve-

envision a future ment.

(to-be) supply chain.

Design Implement

Activities * Create to-be * Prioritize potential

images of desired behavioral and tech-

supply chain. nological initiatives.

* Generate ideas * Conduct cost-benefit

to reach to-be analysis.

state A workshops,

benchmarking, * Create plan to imple-

brainstorming ment the initiatives.

sessions.

* Assign initiatives to

relevant units and

individuals.

In conducting a SCA, avoid the temptation to analyze each dimension or specific activity from a single, narrow perspective. For example, a narrow technology-focused assessment of poor demand management may easily lead to a conclusion that IT systems are inadequate or that sales is not properly using the systems in place. But it's unlikely that addressing either one of these potential causes would completely solve the problem. Instead, each area or dimension needs to be thoroughly investigated through a multiple-perspective approach that considers not only information systems and processes, but also availability of performance metrics and key performance indicators (KPI), the roles of individuals and units, and corporate rules and policies. Leading companies such as Samsung have successfully applied such a comprehensive approach in their supply chain assessment projects. (1) This broad, integrative approach results in a more accurate analysis of the "as-is" supply chain, which in turn leads to greater insights for improvement.

Four Phases and Relevant Activities

SCA generally consists of four steps or phases: define, analyze, design, and implement (see Exhibit 2). The define step identifies why SCA is needed and establishes how the assessment will be conducted. The analyze step investigates the as-is supply chain and identifies issues and problems associated with it. This step employs various techniques and methods for information gathering and data analysis. The design step develops opportunities for improvement and proposes a to-be state. Finally, the implement step suggests a way forward to achieve the to-be state and identifies potential tangible and intangible benefits. Each of these steps is discussed in more detail below. Note that these steps are most effectively conducted by a team. As reflected in our opening scenario, that team should typically include two groups: a small group of consultants and a larger group of internal people from various functional areas, including sales, manufacturing, purchasing, logistics, R&D, finance, and MIS.

Define

The goal of this stage is to determine the scope of the assessment. The scope will vary, ranging from small-scale (for example one dimension of the supply chain) to large-scale (the entire supply chain). A company or a business unit that is concerned about low forecasting accuracy, for example, would define "forecasting" as the specific focal point of its SCA. On the other hand, a company with broader concerns about lack of internal communication, chronically high inventories, or poor delivery performance would likely set a wider focal point around cross-functional integration or the synchronization of plan and execution.

After considering the overall scope of the assessment, the team develops a schedule for completion. The duration of the SCA will depend largely on the scope and on other internal and external constraints such as time and budget. Typically, a SCA can run anywhere from a few days to several weeks. In any case, given the rapid changes in today's business environment, the assessment should proceed at a brisk pace so the related benefits can be realized as quickly as possible.

Detailed task and staff plans are developed in the define phase. The task plan identifies the actions that must be accomplished in the assessment while the staff plan determines the skills and knowledge needed to perform the tasks as well as the roles and responsibilities of the team members. Often as part of the define phase, an outside consultant will be brought in to develop a roadmap for the overall SCA effort. Such a roadmap explains key activities and expected deliverables from each of four phases of the assessment and identifies the required resources and data sets for information gathering and data analysis. Many companies find that after several experiences with the SCA process, they can develop a roadmap on their own.

Analyze

The focus here is to understand the various aspects of the as-is supply chain, including systems, processes, data, people, KPIs, organizational structure, and culture. This phase employs various information-gathering techniques and methods to develop an accurate as-is picture. The SCA team conducts interviews with key people (experienced sales personnel, logistics professionals, factory planners, and so forth) who are knowledgeable about each of the supply chain's domains such as forecasting, production planning, and product flow. The team also speaks with the senior managers who are the decision makers for each supply chain area. The interview list can be extended to include key customers and suppliers as well. The aim is to acquire various knowledgeable perspectives on the as-is state.

During this phase, the team analyzes a large amount of raw data related to forecasting, sales, production, and procurement. This data is collected from the company's various information systems--transaction (for example, ERP), planning (advanced planning and scheduling), and execution (for example, WMS, TMS, and manufacturing execution systems). Drawing on this data, metrics are used to gauge supply chain performance with regard to sales, planning, production, logistics, and procurement. This systematic approach gives an objective basis to the assessment, which deflects the "blame game" of pointing to a particular business unit or department for problems like late delivery, high obsolete inventory, and declining sales.

Another useful analytic technique is simple observation--that is, actually observing how supply chain activities are done (as opposed to being told how they're done). For example, observe how frequently sales people actually update forecasting information and how they manage different types of orders (new orders, changed orders, cancelled orders, and so forth). Typically, what you discover by observing these activities differs from what the sales people tell you. Getting this real-world view results in a more accurate description of the as-is supply chain.

The analysis stage also should include benchmarking of industry leaders and competitors to identify best practices and reveal potential gaps. This "gap analysis" gives you a valuable comparative view of your supply chain practices. Benchmarking and gap analysis generally requires the expertise of outside experts who know industry best practices. Finally, root-cause analysis can be used to identify problems and link them to their source. Chronically late deliveries, for example, may have their root in a lack of standardized procedures and improper performance monitoring.

At the end of the analyze step, the SCA team presents its findings to executive representatives from all parts of the company. The goal here is to receive a wide range of perspectives and to confirm the findings (or revise as appropriate) before embarking on the design stage.

Design

The goal of the design stage is to identify improvement opportunities and envision a future state for the supply chain. Toward that end, the SCA team will focus on addressing the root causes of problems and narrowing the gaps identified. One useful technique for identifying opportunities is called the Joint Design Process. This is a workshop-style, collaborative approach that emphasizes cross-functional brainstorming to come up with the to-be supply chain. Joint design process sessions usually include diverse groups of individuals such as knowledgeable domain experts, executives, system developers, and change management specialists. An experienced coordinator leads this group in open sessions to explore ideas and opportunities for supply chain improvement. The objective is to incorporate useful input from multiple perspectives into the future supply chain design.

In a typical scenario, the team constructs an overall to-be process map. This picture usually reflects a high-level view of the company's entire supply chain (or it could be a single area such as distribution management) after the gaps and root causes have been identified in the analyze stage. The team then develops several low-level to-be process maps as well. Each process map shows how one or more related issues and problems could be solved. Also, potential supply chain performance metrics may be proposed to monitor performance and identify reasons for poor performances. In addition, a new IT architecture could be developed in this stage as part of the overall solution.

The design step yields a list of improvement opportunities for each area (for example, demand and sales planning) as well as detailed business and technology initiatives to enable each improvement opportunity identified. Different methods are available to organize and further rank the improvement opportunities in terms of imperatives, ease of implementation, importance, and risks. One popular method is called Quality Function Deployment, an approach that emphasizes the voice of the customer in pursuing the various opportunities. For more on this approach see the Quality Function Deployment Institute web site at www.qfdi.org.

At the conclusion of the design stage, the SCA team should conduct a workshop with key executive stakeholders to inform them about and seek feedback on the overall to-be architecture, the list of improvement opportunities, and the related initiatives.

Implement

During this final phase, the SCA team prioritizes those business and technology initiatives identified during the design phase and develops a detailed roadmap for improvement. Potential initiatives for implementing the to-be state typically will have a wide impact, affecting systems and data, business processes, performance measurement, organizational structure, and more. To illustrate, the task of improving forecast accuracy goes beyond the deployment of demand management software. It also includes the right processes, assignment of roles and responsibilities for individuals and organizational units, and the setting of performance metrics.

Next, a roadmap is developed that includes a detailed cost and benefit analysis, a timeline for implementing those initiatives, and a task and resource plan. The cost and benefit analysis should be detailed enough to enable good estimates of the financial and operational impacts of actualizing the proposed to-be supply chain. The potential benefits can be effectively demonstrated through improved performance metrics (on-time delivery, forecasting accuracy, days of inventory, for example). The timeline includes a series of initiatives and actions to address the root-causes and to improve the overall situation. In the course of developing a roadmap, the SCA team usually recognizes that there are a number of prerequisite tasks to be completed before work can begin on the proposed initiatives. One common prerequisite is a master data management system for capturing relevant supply chain data. Also as part of the roadmap, the team needs to identify organizational and technological resources needed to successfully drive the initiatives, which become part of a task and resource plan.

At the end of the implement phase, all major findings and proposed actions are shared with senior managers to enlist their support--an essential ingredient in the initiative's success. Next, the appropriate organizational members and units take over the proposed actions and implement them with managerial support. For example, the problem of poor cross-functional integration in the as-is supply chain would have led to a set of related recommendations to improve systems, data, process, organizational structure, and performance measurement. A designated team within the supply chain group would initiate corrective integrative processes such as the establishment of S&OP. It also would develop an electronic dashboard for monitoring the degree of cross-functional collaboration between units.

Potential Pitfalls to Be Avoided

In conducting the four phases of the supply chain assessment, companies need to be aware of three potential pitfalls: passiveness, a follower mentality, and linear thinking. (Exhibit 3 summarizes the pitfalls and the antidotes.)

First, the SCA is commonly conducted with the help of a consulting firm or software vendor. Working with these entities is generally beneficial because they bring an outsider's view of the company's supply chain as well as knowledge about industry best practices and competitors. This is especially true in situations where the company has no previous SCA experience. What often happens in these instances, however, is that the client company remains passive during the SCA process and relies too much on the outside experts. The client company never really develops the depth of understanding needed to sustain the SCA effort going forward. The client must instead take ownership of the entire SCA process and become knowledgeable about the assessment methodology. This will enable it to conduct its own assessments in the future.

Second, in analyzing the as-is supply chain and determining opportunities in the to-be state, the consultant and client firm alike may rely too much on industry-best practices or on what other companies have done. Adopting industry leading practices is basically a good idea. What's not smart is to blindly mimic what the industry leaders are doing without considering your specific business situation or requirements. You risk falling into the trap of always following the leader and not assuming a leadership position yourself. If consultants are used in the SCA process, be wary that they not come in with a predetermined notion for the supply chain's to-be state. You want them formulating the solution only after the problem has been carefully studied. Put simply, SCA requires a certain degree of originality, rather than mindlessly mimicking what other companies have done.

[ILLUSTRATION OMITTED]

The third potential pitfall is linear thinking, whereby the focus is on individual parts (for example, persons, groups, business units, information systems) rather than on the whole. In seeking root causes for problems, linear thinking restricts the inquiry to immediate antecedents, not the interaction of related activities across the organization. To illustrate, the sales unit (or sales people) is easily blamed for poor forecast accuracy; the production department is singled out for high inventory levels of semi-finished goods at a factory; the logistics people for late deliveries, and so on. However, such problems cannot be attributed solely to one part, or functional area. Rather, the real cause of such problems more often lies in the interaction among various parts of the whole system. Take poor delivery performance as an example. It's typically not the fault of one department but rather the result of poor communication and a "silo mentality" across multiple functions in the organization.

Another problem with linear thinking is that it presumes that a big outcome can be produced only by a big change. But in reality, big changes sometimes produce disappointingly small outcomes. Conversely, small changes in the supply chain operation can sometimes yield big results. To grasp this, you need to think in a non-linear fashion.

Basis for Continuous Improvement

Mindful of the potential pitfalls and with a broad-based commitment to succeed, a company can employ the SCA methodology described here to diagnose supply chain problems and chart a course for sustained improvement. Importantly, this holds true for any organization--large or small, manufacturing or service sector. The four-step process adds structure to an exercise that should become part of the organization's business culture--its DNA, if you will. When that happens, you have set the basis for continuous learning and continuous improvement. Many leading companies have utilized the methodology for their supply chain to their competitive advantage. Now it's your turn!

[AmorpheousMass]

[ame="http://www.youtube.com/watch?v=JqlY0VOFtyA"]YouTube - M.I.A. - Paper Planes[/ame]

[Tingebing]

NIGGER NIGGER NIGGER NIGGER NIGGER
NIGGER NIGGER NIGGER NIGGER NIGGER
NIGGER NIGGER WHITE NIGGER NIGGER
NIGGER NIGGER NIGGER NIGGER NIGGER
NIGGER NIGGER NIGGER NIGGER NIGGER

LOOK IT'S RIGHT IN TEH MIDDEL, MIG, DO YOU SEE IT?

[BilliePirate]

[ame="http://www.youtube.com/watch?v=AvMsZZFelxg&feature=player_embedded"]YouTube - Thank God I'm Pretty (Emilie Autumn a capella cover)[/ame]

[rendezvous]

JESUS CHRIST BILLIE
YET AGAIN
MY EARS
[ame="http://www.youtube.com/watch?v=59h95SIRd0M"]YouTube - La Coacha MADONNA "Hollywood" Parody featuring Perez Hilton[/ame]

[Waig]

http://www.1337.com/forums/images/ib...tation_neg.gif

[Xeroen]

[Waig]

Bullocks to the rest of you, you're all a bunch of cunts.

[deafening5ilence]

http://ftw.generation.no/?n=2528

[Loli]

http://www.sonnysracingengines.com/e...-racing-engine

[Diablo]

http://14.media.tumblr.com/tumblr_kq...2fy3o1_400.jpg

[Waig]

Brittani means "Originally the ancient duchy of Bretagne in France. Celtic Bretons emigrated from France to become the Bretons of England.". It is "femal" name and "English".

[KageOni]

http://www.gametrailers.com/video/ex...ashpoint/57296

[BilliePirate]

JESUS CHRIST BILLIE
YET AGAIN
MY EARS

I KNOW I KNOW ROFL




My clipboard is again the spanish I posted previously, even though I pasted thigns to the clipboard since then I pasted it to an email to email it to me at school.