The Indigo Spell Chapter Twenty-Five

ONCE MARCUS FINALLY ACCEPTED that I wasn't going, he wished me well, though he still wore that stunned expression. He'd planned on abandoning the car at the station but handed the keys over to me as a parting gift. I watched him walk away and wondered if I'd made a mistake. Then I thought of green, green eyes and all the work Adrian and I had to do together. This was the right choice . . . I just hoped I wasn't too late. He still wasn't answering my calls. Did he hate me? Or was he holed up somewhere, depressed and drinking away his sorrows? I fished his note out of my purse, wondering what I'd find. Knowing Adrian, I'd expected some long, flowery expression of love. Instead, all I found was a long series of numbers. The numbers meant nothing to me. I studied them for a while in the car, applying a few common codes I knew. No answer appeared, though I wasn't entirely surprised. Codes and complex mathematics weren't exactly Adrian's style. But then, why had he left the note? Obviously, he assumed I could decipher it. I held the note far away from me, hoping something visual would reveal itself. It did. As I looked at the numbers again, I saw a natural break in the middle of them, in a format that looked familiar. I entered the two sets of numbers into the latitude and longitude screen of my GPS. A moment later, it turned up an address in Malibu. Southern California. Was that a coincidence? Without even thinking twice, I pulled out of the train station's parking lot and headed toward the coast. It was entirely possible I was about to waste two and a half hours (five, if you counted the round trip), but I didn't think so. There are no coincidences. It felt like the longest drive of my life. My hands tightly clenched the wheel the entire time. I was eager yet terrified. When I was only a few miles from the address, I began to see signs for the Getty Villa. For a few seconds, I was confused. The Getty Center was a very famous museum, but it was closer to Los Angeles. I didn't understand the connection or why I had ended up in Malibu. Nonetheless, I dutifully followed the directions and ended up in the Villa's guest parking lot. When I reached the entrance, I received my answers. The Villa was a sister museum to the Getty Center, one that specialized in ancient Greek and Roman art. In fact, a good part of the Getty Villa was set up like some ancient temple, complete with pillars surrounding courtyards filled with gardens, fountains, and statues. Admission was free but required a reservation. Things were slow today, and I quickly rectified the problem by making an online reservation on my phone. When I stepped inside, I nearly forgot why I was there – but only for a heartbeat. The museum was a dream come true for a lover of classics like me. Room after room focusing on the ancient world. Jewelry statues, clothes . . . it was as if I'd entered a time machine. The scholar in me longed to study and read about each exhibit in detail. The rest of me, with a racing heart and barely contained excitement, only briefly stopped in each room, just long enough to search and move on. After looking in almost all the interior areas, I stepped into the outer peristyle. My breath caught. It was a huge outdoor garden built around a pool that had to be at least two hundred feet long. Statues and fountains dotted the pool's surface, and the whole space was surrounded in gorgeously manicured trees and other plants. The sun, warm despite the December day, shone down on everything, and the air hummed with birdsong, splashing water, and soft conversation. Tourists milled around, stopping to admire the sights or take pictures. None of them mattered, though – not when I finally found the person I was looking for. He sat at the opposite end of the garden from where I'd entered, on the pool's far edge. His back was to me, but I would have known him anywhere. I approached with trepidation, still churning with that odd mix of fear and eagerness. The closer I got, the more detailed his features became. The tall, lean body. The chestnut glints that the sun brought out in his dark hair. When I finally reached the pool's end, I came to a stop just behind him, not daring to go farther. â€Å"Sage,† he said, without looking up. â€Å"Figured you'd be south of the border by now.† â€Å"No, you didn't,† I said. â€Å"You never would've given me the note or come all the way out here. You knew I wouldn't leave.† He looked up at me at last, squinting in the bright sun. â€Å"I was pretty sure you wouldn't leave. I hoped you wouldn't leave. Jill and I debated it forever. What'd you think of my sweet use of latitude and longitude? Pretty brilliant, huh?† â€Å"Genius,† I said, trying to hold back my smile. Some of my fear faded. We were back in familiar, easy territory again. Just Adrian and me. â€Å"You took a risk I'd know what those numbers meant. You could've been sitting out here all day.† â€Å"Nah.† Adrian stood up and took a step toward me. â€Å"You're a smart girl. I knew you'd figure it out.† â€Å"Not that smart.† The closer he came, the more my heart began to race again. â€Å"It took me a long time to figure some things out.† I gestured around us. â€Å"And how is it possible that you knew this place existed, but I didn't?† His fingertips traced the edge of my cheek, and suddenly, the warmth of the sunshine felt like nothing compared to the heat of that touch. â€Å"It was easy,† he said, holding me in his gaze. â€Å"I had to start my search somewhere, so I typed ‘ancient Rome' and ‘California' into my phone. This was like the first hit.† â€Å"What search?† I asked. He smiled. â€Å"The search for some place more romantic than Pies and Stuff.† Adrian tipped my face up toward his and kissed me. Like always, the world around me stopped moving. No, the world became Adrian, only Adrian. Kissing him was as mind-blowing as ever, full of that same passion and need I had never believed I'd feel. But today, there was even more to it. I no longer had any doubt about whether this was wrong or right. It was a culmination of a long journey . . . or maybe the beginning of one. I wrapped my arms around his neck and pulled him closer. I didn't care that we were out in public. I didn't care that he was Moroi. All that mattered was that he was Adrian, my Adrian. My match. My partner in crime, in the long battle I'd just signed on for to right the wrongs in the Alchemist and Moroi worlds. Maybe Marcus was right that I'd also signed myself up for disaster, but I didn't care. In that moment, it seemed that as long as Adrian and I were together, there was no challenge too great for us. I don't know how long we stood there kissing. Like I said, the world around me was gone. Time had stopped. I was awash in the feel of Adrian's body against mine, in his scent, and in the taste of his lips. That was all that mattered right now, and I found myself thinking of our unfinished business in the dream. When we finally broke the kiss – much too soon, as far as I was concerned – we still stayed locked in an embrace. The sound of giggling caused me to glance to the side, where two small children were laughing and pointing at us. Seeing me watching them, they scurried away. I turned back to Adrian, wanting to melt away with happiness as I looked up into his eyes. â€Å"This is a lot better than loving from afar,† I told him. He brushed some hair from my face and gazed into my eyes. â€Å"What changed your mind? I mean, I knew you'd never be able to stay away from me, but I won't lie . . . you had me scared there for a little while.† I leaned against his chest. â€Å"It was a combination of things, really. Some surprisingly good advice from Jill. One of Wolfe's charming anecdotes – I have to tell you about his kitchen, by the way. Plus, I kept thinking about when we were on the table.† Adrian shifted just enough so that we could look at each other again. It was one of those rare moments where he was completely floored. â€Å"Let me get this straight. The future of our relationship hinged on advice from a fifteen-year-old girl, a probably untrue story from a one-eyed Chihuahua trainer, and me unromantically – yet skillfully – kissing you on top of silverware and china?† â€Å"Yup,† I said after a few moments of thought. â€Å"That's all it took, huh? And here I thought winning you over was going to be hard.† He grew serious again and pressed a light kiss to my forehead. â€Å"What happens now?† â€Å"Now we check out this awesome museum you've lured me to. You're going to love Etruscan art.† That roguish smile I adored returned. â€Å"I'm sure I will. But what about the future? What are we going to do about us – about this?† I caught hold of his hands, still keeping him close. â€Å"Since when are you worried about consequences or the future?† â€Å"Me? Never.† He considered. â€Å"Well, that is, as long as you're with me, I'm not worried. But I know you like to worry about those kinds of things.† â€Å"I wouldn't say I like' to,† I corrected. A soft breeze ruffled his hair, and I resisted the urge to brush it back into place. If I did, I was pretty sure we'd start kissing again, and I supposed I should first be responsible and answer his questions. â€Å"Are we going to run off to the Keepers?† he suggested. â€Å"Of course not,† I scoffed. â€Å"That'd be cowardly and immature. And you'd never survive without hair gel – though you might like their moonshine.† â€Å"Then what are we going to do?† â€Å"We're going to keep all of this secret.† He chuckled. â€Å"That's not cowardly?† â€Å"It's exciting and daring,† I said. â€Å"Manly and brave, even. I figured you'd be into that.† â€Å"Sage.† He laughed. â€Å"I'm into anything, so long as you're with me. But is it going to be enough? I'm not completely oblivious to consequences, you know. I get how dangerous this is for you, especially if you keep questioning the Alchemists. And I also know you're still worried about Jill watching us.† Right. Jill. Jill, who was probably witnessing all of this right now, whether she wanted to or not. Was she happy for his happiness? Was she filled with the joy of our love? Or was this excruciatingly uncomfortable for her? â€Å"The three of us will find a way to cope,† I said at last. I couldn't think much more about it right now or I probably would start freaking out. â€Å"And as for the Alchemists . . . we'll just have to be careful. They don't follow me everywhere, and like you said, I'm with you half the time anyway.† I just hoped that was enough. It had to be. And then the kissing started again. There was no avoiding it, not when we were together like this, far away from the real world of our normal lives. The setting was too perfect. He was too perfect, despite being one of the most imperfect people I knew. And honestly, we'd wasted far too much time with doubts and games. The one thing you learn from constantly having your life in danger is that you'd better not waste it. Even Marcus had admitted that in the arcade. Adrian and I spent the rest of the day at the Villa, most of it kissing in the gardens, though I did convince him to check out some of the artifacts inside. Maybe I was in love, but I was still me, after all. When things finally closed down for the evening, we had dinner at a beachside fondue restaurant and lingered there for a long time afterward, keeping close to each other and watching the waxing moon shine on the ocean. I was caught up in watching the crashing waves when I felt Adrian's lips brush my cheek. â€Å"Whatever happened to the dragon?† I mustered my primmest tone. â€Å"He has a name, you know.† Adrian pulled back and gave me a curious look. â€Å"I didn't know, actually. What'd you decide on?† â€Å"Hopper.† When Adrian laughed, I added, â€Å"Best rabbit ever. He'd be proud to know his name is being passed on.† â€Å"Yes, I'm sure he would. Did you name the Mustang too?† â€Å"I think you mean the Ivashkinator.† He stared at me in wonder. â€Å"I told you I loved you, right?† â€Å"Yes,† I assured him. â€Å"Many times.† â€Å"Good.† Adrian pulled me closer. â€Å"Just making sure, Miss ‘I'm a Quick Study'† I groaned. â€Å"I'm never going to live that down, am I?† â€Å"Live it down? Hell, I'm going to hold you to it.† I suspected Marcus's car was stolen, so we left it in Malibu. Adrian drove me back to the dorm and kissed me goodbye, promising to call me first thing in the morning. It was hard to let him go, even though I knew I was being silly to think I couldn't go without him for twelve hours. I walked into my dorm like I was dancing on air, my lips still burning from his kisses. It was crazy, I knew, attempting to have a relationship with him. Scratch that. It was going to be perilous – enough so that some of my euphoria dimmed as that realization hit me. I'd talked a good game with him, trying to ease his fears, but I knew the truth. Trying to figure out secrets within the Alchemists was going to be difficult enough, and my tattoo still wasn't secure. What I had going on with Adrian had raised the stakes exponentially, but that was one of those risks I gladly accepted. â€Å"Miss Melrose.† Mrs. Weathers's cool voice snapped me back to reality with a jolt. I came to a halt in the middle of the dorm's lobby and looked over at her. She stood up from her desk and strolled over. â€Å"Yes, ma'am?† â€Å"It's midnight.† I looked at a clock, surprised to see she was right. â€Å"Yes, ma'am.† â€Å"Even though winter break is here, you're still registered in the dorm until tomorrow, which means you're still subject to the rules. It's after curfew.† The only thing I could manage was stating the obvious. â€Å"Yes, it is, ma'am.† Mrs. Weathers waited, as though she were hoping I'd say more. â€Å"Were you . . . doing another assignment for Ms. Terwilliger?† There was an almost comically desperate look on her face. â€Å"I didn't receive notification, but surely she can retroactively fix things.† I realized then that Mrs. Weathers didn't want me to be in trouble. She was hoping I had some reason for breaking the rules, some reason that I could avoid punishment. I knew I could've lied and said I'd been helping Ms. Terwilliger. I knew Ms. Terwilliger would even back me up. But I couldn't do it. It seemed wrong to taint my day with Adrian with a lie. And really, I had broken the rules. â€Å"No,† I told Mrs. Weathers. â€Å"I wasn't with her. I was just . . . out.† Mrs. Weathers waited a few moments more and then bit her lip with resignation. â€Å"Very well then. You know the rules. You'll have to serve a detention – once classes start again.† I nodded solemnly. â€Å"Yes, ma'am. I understand.† She looked as though she was still hoping I'd correct the situation. I had nothing to offer her and turned to walk away. â€Å"Oh, I nearly forgot!† she called. â€Å"I was too astonished by this . . . transgression.† She turned back into the efficient dorm matron I knew. â€Å"Please let me know if your cousin will be staying with you in your room or if she needs her own.† I blinked in confusion. â€Å"Why would Angeline be staying with me?† â€Å"Not her. Your other cousin.† I started to say I didn't have another cousin, but some warning voice inside me told me to neither deny nor confirm her words. I had no idea what was going on, but all my alarms were saying that something was definitely about to happen. Whatever it was, I needed to keep my options open. â€Å"She had all the appropriate paperwork,† explained Mrs. Weathers. â€Å"So I just let her into your room since it's only for the night.† I swallowed. â€Å"I see. Can I, um, let you know after break?† â€Å"Certainly.† After a moment's hesitation, she added, â€Å"And we'll discuss your detention then too.† â€Å"Yes, ma'am,† I said. I went upstairs, a feeling of dread in the pit of my stomach. Who was waiting in my room? Who in the world was part of my imaginary family now? As it turned out, it was someone from my real family. When I unlocked the door, I found Zoe sitting on my bed. Her face lit up when she saw me, and she sprang forward to grab me in a fierce embrace. â€Å"Sydney!† she exclaimed. â€Å"I was so worried you weren't coming back tonight.† â€Å"Of course I was,† I said stiffly. I was so shocked that I could barely return her hug. â€Å"What are you doing here?† She pulled back and looked up at me with a big grin. There was no anger in her, not even the wariness she'd had in St. Louis. She was full of joy, truly happy to see me. I didn't know why she was here, but hope began to blossom within me that we'd finally get our reconciliation. Until she spoke. â€Å"They gave me a field position! I'm assigned here.† She turned her face, showing me a golden lily tattoo on her cheek. My heart nearly stopped. â€Å"I'm officially an Alchemist now. Well, a junior one. I've got a lot to learn, so they thought it'd be best if I was with you.† â€Å"I see,† I said. The room was spinning. Zoe. Zoe was here – and she was an Alchemist, one who would be staying with me. Her exuberant expression became a little perplexed. â€Å"And I guess you were telling Stanton something about needing Alchemist backup? That it was really hard being around so many Moroi by yourself?† I tried to smile but couldn't. â€Å"Something like that.† I'd urged Stanton to take action, and she had. It just wasn't the kind I'd expected. Zoe's enthusiasm returned. â€Å"Well, you aren't alone now. I'm here for you, not that you probably even need me. You don't ever get into any trouble.† No, I just had a romance going on with a vampire, was on the verge of joining a coven, and was investigating secrets no one wanted me to know about. No trouble at all. How in the world was I going to hide all that from her? Zoe hugged me again. â€Å"Oh, Sydney! This is going to be great,† she exclaimed. â€Å"We're going to be together all the time!†

Characterisation of Holden Caulfield in the Catcher Essays

Characterisation of Holden Caulfield in the Catcher Essays Characterisation of Holden Caulfield in the Catcher Paper Characterisation of Holden Caulfield in the Catcher Paper Slinger uses effective characterization to explore how Holder finds growing up painful and difficult. Holder is frightened of maturing because he has convinced himself that the adult world is corrupt, and that all the adults are phony, hypocritical and false. He has made this generalization to detach himself from adults, to resist entry to the society that they belong to. Holders actions contradict what he believes as he is a compulsive liar; l have this tiny tumor on the brain. Holder is not shy to lie to people around him. He lies to Mrs. Morrow the woman he meets on the rain after leaving school -because he does not like interacting with new people or opening up to them, in case they are phony. Holder cannot reach full maturity because he ignores advice of his elders, like Mrs. Morrow, as he does not want guidance in his Journey to adulthood he does not want to become what society wants him to become, so he remains a child. Holders own physique is telling him to change and to mature into adulthood despite what he believes, Im six-foot-etc:and- a-half and I have grey hair. His body appears to be maturing, but his mind lacks this placement and remains child-like. Slinger uses this contrast of his emotions with his physical appearance to imply that his body is telling him to grow up, but his mind is resisting, in order to stay innocent and pure for as long as possible. Slinger even uses his name to show his youthfulness , Holder Coalfield can be broken up Into Hold-on as if he is not ready to grow up, and that it is too difficult for him to handle. And Call is apart of the amnion, which protects the babys head during birth, this relates to Holder as he Is metaphorically protected by this and does not mature as a result.

Position paper Essay Example | Topics and Well Written Essays - 2500 words

Position paper - Essay Example According to the Royal College of Nursing (Great Britain) and National Collaborating Centre for Nursing and Supportive Care (Great Britain) (2006), the venues with the highest probability of violence in hospitals include the emergency departments, facilities of psychiatry, home offices, private outpatient offices, forensic settings, mental health community, outpatients clinics, and general hospitals. Patients’ violence to the nurses takes many forms. According to Conroy and Murrie, (2007), they include physical harassment, threats, stalking, frivolous lawsuits, scurrilous and false accusations, complaints to licensure medical boards, vandalism, excessive or abusive letters and phone calls, obscene or threatening mails, loitering, trespassing, home visits and drive-by, and display of knowing of the personal life of the nurse. Many cases are being reported on violent crimes such as rape, assaults and homicides, especially in the emergency departments and the psychiatry facilitie s with nurses as the main targets (Tardiff, 1999). Statistical research Patients’ violence against nurses has been a thorny issue in the health sector. Eichelman and Hartwig (1995) give an overview of the issue when they document the survey done by the American Nurses Association. From the survey, the numbers of registered nurses who have reported cases of assault by the patients were 34%. This represented a rise in assault from 25 % in the year 2001. Results that are more shocking indicate that from the government statistics, eight nurses were reported killed in the work place from the year 2003 to the year 2009. In addition to that, 2050 more incidences were reported by the nurses and involved violent assault and harassment (Eichelman & Hartwig, 1995). Similarly, the report of Bureau of Labor Statistics of 2006 indicates that 60% of the assaults in work place took place in the healthcare, and most of them were because of the patient’s violence towards nurses (Crichto n, 1995). Moreover, the healthcare support occupations had a 20.4% injury rate due to assaults while healthcare practitioners had a 6.1% rate. These are just the results from the reported cases, and this figure could be larger if underreporting from the nurses, probably due to the perception that assaults forms part of work in the nursing profession, could be minimized (Babich, 1981). My argument from these statistics is that nurses and healthcare practitioners in the health profession face an acute problem which is underrated but affects their performance in their bid to deliver services to the patients. Richter and Whittington (2006) further validate the issue of the patient violence when they point out that nurses in the hospital emergency departments experience the highest rate of physical assault. Furthermore, Richter and Whittington (2006) observe that 28% of nurses working in the emergency departments reported that they have been victims of physical assault for the past one y ear. Violence in Emergency Departments In the hospital set up, patient violence to the nurses is a great issue that needs to be discussed soberly. Eichelman and Hartwig (1995) point out that the studies conducted by many bodies indicate that the nurses and other healthcare professional assigned in the emergency departments experience the highest level of violence from patients. This is because evaluation and treatment of the violent high-risk patients are initially

Microeconomics Principles Essay Example | Topics and Well Written Essays - 750 words

Microeconomics Principles - Essay Example Moreover, this paper will present real events in order to present the ideas in a way that is easy to understand. Gains from trade In a decision to get a haircut, Gains from trade can be understood through determination of the decision made by a consumer depending on the other services available. Therefore, a decision to have a haircut can result to consumers having their lives than they would if there was no trade. In this case, there is need to explore the simple example concerning a situation involving two service that are traded (Broadstock, 3). For instance, considering a situation where there are two service providers such as a barber and a tailor that are located in different location. Gain from trade can be effectively illustrated in a situation when each service provider can only offer one service only. In this case, the barber can only offer haircutting services, while the tailor can only offer dressmaking services. The gains from trade occur in a situation where the barber realizes that he or she needs some clothes and that would call for services from the tailor (Eicher, Mutti and Turnovsky, 1). On the other hand, the tailor can realize he needs a haircut and this would call for services from a barber. In fact, this is in a situation where the barber and tailor are able to gain from trading with each other (Broadstock, 4). On the other hand, there are situation where each of these service providers can offer both services; in this case, the tailor and barber have the skills to of hair cutting and dressmaking. Approaching this matter with another perspective, these service providers can collaborate and work together, thereby consuming similar amount of services without occurrence of trade. Opportunity cost This can be discussed in reflecting on same example used in the previous discussion. In this case, the barber and tailor had absolute advantage in the process of offering haircutting and dressmaking services to customers. However, the absolute advan tage forms a basis of understanding the opportunity cost, whereby this can assist in determining occurrence of the trade. Therefore, opportunity cost is regarded as the cost of forgoing a particular service or good in order to obtain something else (Broadstock, 6). For instance, the when a barber has the ability to offer dressmaking services, he can decide to forgo this making his own dress at a lower opportunity cost he can decide to seek services from a tailor. In fact, the concept of opportunity cost is significant in determination of the amount of benefits derived from trade existing between two service providers. In this case, this is an indication that situation where two service providers are facing similar opportunity cost, there are increased chances of gains from trade occurring. Opportunity costs increases in situations where the services or goods involved increases in terms of production (Merrewijk, 30). This is presented through a PPF (production possibility frontier), where an increase in the opportunity cost leads to bowing out of the PPF, thereby forming a circle shape. In situation where the opportunity cost are constant despite the services or goods produced, the PPF remains constant, thereby taking a straight line that is triangular. Decreasing opportunity cost is presented in a PPF by a subsequent decrease in the production of goods or services; in fact, this is depicted as PPF takes a bowed shape that resembles a crescent moon (Merrewijk, 30). Price elasticity of demand Understanding of price elasticity of demand can assist in evaluating the responsiveness of demand in terms of changes in prices for a given commodity, however, it is indispensable to recognize that in situation where

Movie assignment Essay Example | Topics and Well Written Essays - 1000 words

Movie assignment - Essay Example Mendez seeks for an alternative, and he came up with an idea. Together with his supervisor, they contact a Hollywood make-up artist. They jointly set up a fake film studio, make their plans public, and they fruitfully establish the deception of developing a science fantasy called ‘Argo’. Posing as a producer for Argo, Mendez manages to enter Iraq and link up with the six escapees. He gives them Canadian passports and phony identities to enable them get past the airport security. Through a series of events and intrigues, Mendez manages to save the six hostages. I choose to analyze Tony Mendez. Tony Mendez-The values that I choose to explore about Tony Mendez include; Values, Commitment, Goals and Potentiality. Goals; Goals are the elements in a movie that give meaning to the general story that unfold momentarily in scene. In every movie plot, all main characters have at least one goal in the story that is long-term, and one minor goal or even more in every scene. The long term goal usually sets up the frontward movement of the story. This is the front story which is referred to as the Dramatic plot action. Short term goals on the other hand are objectives, actions or tasks a character needs to achieve within a speculated period of time so as to achieve his goals which are long-term. Incase the long-term identify the Dramatic Action Plot, and then the short-term goals will help identify the character development plot. My take on Tony Mendez’s Goals are as follows; one of the goals that Mendez had was to prove right his disapprovals of the US State Department’s options for saving the hostages from Iran. He had to help the hostages pretend that they knew everything about Canada; otherwise they would have been caught and killed. Another short-term goal that Mendez had, was to set up a fake film studio, manage to make public their plans, and productively set up the deception of developing Argo. While in Iran, he had a goal of providing the six hostages with Canadian passports and phony identities. That was to assist him achieve his minor goal which was to organize the hostages and help them get through the tight airport security. The long-term goal of Tony Mendez is to rescue the hostages from Iran successfully and safely. This long-term goal clearly sets up the frontward movement of the movie. These goals that Mendez had were meant to enable him save the hostages from their captivity in Iran without any casualties. All the short-term goals mentioned above were to make the rescue operation successful. If any of those short-term goals was not well handled, then chances of them not having a successful mission would be close to zero. The function of the long-term goal that Mendez had was to set the motion of the movie in a fluent manner from the first stage to the last stage. These goals have been further changed over the movie’s course by the intrigues that momentarily take place in the movie. The long-term goal was cemented by the fact that security at the airport was tight, and just as they were departing the airport, the security tried in vain to stop them. These goals are brilliant at creating and sustaining suspense all through the movie. Values; These are valuable and durable ideas or beliefs shared by a character of a movie about what is bad or good and undesirable and desirable. These are the regards that a character is held to deserve. They are the importance

Oil ; gas Essay Example for Free

Oil ; gas Essay The economy is affected by many factors that determine if it is strong or weak. These factors have to do with buyers consuming goods and services and at what rate they do this. Do the goods and services that are consumed by people created wealth, jobs and a better overall economy for a country. Throughout history some economies have evolved faster and stronger than others. Policies that the government places on industry, technology and the environment can all affect the prosperity of an economy. Of the factors that affect economic growth the industry of Oil and gas is one that holds a stronghold in the worlds and Americas economy today. When evaluating the economic growth factor of economy and specifically oil and gas on must consider the following questions:  ¨ What relationship does the factor have with the whole economy?  ¨ How does this factor affect economic growth  ¨ Is the factor a cause or effect of economic growth?  ¨ what would the economy be like if there were significant problems with this factor?  ¨ What relation does a central bank have to this factor? I will answer each of these questions in respect to how economy is affected by oil and gas. The economy in the United States today is greatly affected by oil and gas. When there are large reserves and an increase of active drills in respect to oil, the economy seems to receive a boost. This is because prices for such things like gas and oil fall and people are able to consume more gas at a lower price. There is more supply and prices fall, therefore people save money on gas and can consume other items in the economy. People working in these industries have more job openings and more jobs filled, therefore creating a lower unemployment rate and a higher national per capita income. The need for substitutes are not there so, consumers will consume oil and gas at a growing rate. Since, people use oil and gas for so many different things like heating there homes, driving their cars, and a variety of other sources, the overall GNP for the consumer will rise. Economic growth is affected through significant fluctuations in inflation of oil and gas. If you look throughout history when there have been fluctuations in gas and oil prices you have vast fluctuations in the economy of our country. The instability of this factor has cause government regulation to come into play in times of crisis. For example during the mid-seventies we had the oil and  gas shortage due to the Middle East cutting off supply to Importers of their oil. By doing this, they caused a shortage in a lot of countries creating rising oil prices and high demand. Consumers could not rely on the oil prices to be stable, therefore they consumed less of other products due to the inflation of gas prices and more of their dollar began to be spent on gas. Americans particularly started to come up with more efficient means of using and consuming gas over the past 25 years. Oil and gas is a resource that can be used up if not conserved properly. That is why OPEC was formed, as well as organizations such as NAFTA to help regulate trade of these commodities and bring organization to a disorganized status. In addition, governments like the United States impose taxes on gas to regulated the prices in order to ward off against supplies of oil affecting the nations economy. This only works to an extent, in the early to mid-eighties one states economy lived and died by the supply of oil. That state was Texas. When Texass oil rigs began to dry up, their economy went into a recession. Their reliance on the oil supply as their main revenue producer caused a lot of people to lose their jobs and demand and consumption for other products fell as well. This caused a spiraling effect which caused people from all industries to lose their jobs. Texass economy suffered and so did parts of the American economy with High inflation and high debt which caused the economy to suffer. Increased regulation and diversification of a countrys resources can stop this from being the case. Countries representing OPEC all live and die by the constant production of oil. While this factor is used to stimulate their countries economic growth, it should be used to stimulate the building of a countrys infrastructure. Oil-rich countries should use the positive affect oil has had on their countries to build strong governments and consumer demand for other goods. This powerful infrastructure that could be built will give the economy stability and allow for a countrys GNP to grow in a slow, steady, and positive way. The building of a strong middle-class will allow for countrys to prosper for many years to come. Instead what has happened is that economies of these countries are in a state of flux. What I mean by this is that their economies are very unpredictable and unstable and their reliance on oil has made the disparity between the rich and the poor a gap that becomes too large to overcome. One prime example of this is Brazil, Brazil has large  reserves of oil in a very large country. Brazil is a developing nation and is very unstable when it comes to central governments. In the 70s and 80s Brazil made large amounts of oil from its reserves. Instead of investing the money made (from exporting oil) into their countries future, the leaders of that country used the money to make themselves rich and left the country in political and economic disarray. The middle class of Brazil became almost non-existent and their seem to be but two classes in that country. Those classes were the extremely rich and the extremely poor. The lack of infrastructure and consumer confidence in the economy due to the mishandling of oil profits lead to many political assassinations and increased crime rates throughout the country. It has taken and will continue to take Brazil years and years to recover from these economic crisiss , which all could have been avoided had Brazils government invested in its future. It is definitely true that an economy of a country can be vastly affected by the demand, consumption, and supply of oil. The affect that good supplies of oil has on a countrys economy is one that can only be measured in the sense that it is inevitable that they will be affected. As long as we drive cars that are fueled by gas and we use heat in the winter time, oil will always be a strong factor in determining the growth of a countries economy. In the United States, we have the strong infrastructure to adapt to problems that the instability of both the supply and demand of oil will cause. Countries need to look within themselves for managed growth in order to steady their economies if oil is what sparks their economy. A strong central bank and government will allow for funds to be invested in supporting the economy, the oil business, and consumerism. Once the infrastructure is set the shear reliance on oil will not be a factor, because the countrys economy will be able to handle the affect. When the day comes that oil wells ran dry and substitutes are needed the countries that will survive will be the ones that have braced themselves for the effect that this will have on their economy. Then these countries will adapt and overcome. Oil and gas should be used as helper of a countrys economy and not the passion by which it is run. The production of great income for a country and a higher GNP that oil production is something that should be able to benefit them for many years to come. If you look at the United States as a model you will see a country that handles oil with precision. When the oil industry is in a downturn, the  government can step in and regulate taxes and stimulate investment by having the central bank pump in funds that would not otherwise be used. When the oil industry is doing fine, the government can sit back and reap the prosperity of increases in employment and a rise in demand for oil. The prices will be lower for gas and oil, which means consumption will be up and the economy will be up too. Countries around the world can learn how to handle oil to the extent that it creates an agenda that the benefits far outweigh the costs. We know that oil and gas affects the economy and that it easily regulated by strong central government and bank. The infrastructure must be built up to manage growth. The leaders of the country should be committed to the development of the oil industry. Finally the consumers should be aware of how their role in the consumption of oil will affect the economy as a whole. When all parties are aware and committed to the prosperity of their country and to the industry then the consumption, supply, demand, profits, losses, and investment towards oil will be a mutually beneficial one for the country and its people.

The effect of location decision on a business success

The effect of location decision on a business success 2.1 Introduction Todays competitive market demands companies to deliver their products and services as effectively and efficiently as possible. The distribution strategy is the key to the success. One of the key components of a distribution network is warehouse location. Location decision is considered as a long-term business strategic decision. The correct location decision can resulted in significant improvement in business processes and performance, and bring competitive advantages (i.e. cost saving, service quality, etc.) over its competitors. On the other hand, if a poor location decision was made, it could equally cost the company time, money and opportunity. The location decisions environment is dynamic and normally described as a multi-criteria decision. Furthermore, the globalisation and the rapid evolution of information technology have changed the characteristics of location problems. There are two major trends in facility location selection accordingly to Yang and Lee (1997). First, there has been an increased interest to gain potential competitive edge in the global marketplace. Second, small to medium-sizes communities has become more attractive to many businesses as new facility location. These two trends are influenced by the more advanced communication technology, better transportation infrastructure system, liberalised trade between countries, and so on. This allows company to select their facilities where they think has the most advantages (i.e. in land cost, labour cost, skilled labour availability, etc.). This chapter will start by identifying why a company needs to improve its logistics system, then defining the linkage between the organisations strategy and the logistics strategy, followed by the general roles of warehouse in distribution strategy. Then it will present the influencing location factors companies normally consider when they make location decisions. And finally in the latter section of this chapter, it will present literature reviews of decision aid techniques and model used in location decisions. 2.2 Logistics system and the changing business environment Why do we need to change our logistics operations and strategy? The main reason why we need to change is because the environment we live in is constantly and rapidly changing. In order to survive in this unforgiving environment businesses are forced need to change. There are many factors given by Rushton, et al. (2006) including increasing customer demand, reducing product life cycle, changing technologies, increasing pressures from competitors, and so on. The pressures for change given by Rushton, et al. (2006) are illustrated by the figure 1. Figure 1 Pressure influencing logistics systems 2.3 Logistics strategy Logistics strategy should aim to establish the most appropriate blend of storage and transport at a given customer service level. Efficient logistics and distribution strategies should reduce the total logistics costs and must take into account the interactions of various the various replenishment activities in the distribution chain (Rushton, et al., 2006; Teo Shu, 2004). Chopra and Meindl (2004) suggest there are four drivers to a successful distribution system: (1) Facilities location, capacity, operations methodology, and warehousing methodology; (2) Inventory cycle inventory, safety inventory, seasonal inventory, and sourcing; (3) Transportation mode of transportation, route and network design, and in-house or outsource decision; and (4) Information push or pull, coordination and information sharing, forecasting and aggregate planning, and enabling technologies. Bowersox and Closs (1996) suggest similar points but they also add another driver which is network design. They also claim that classical economics often neglected the importance of facility location and overall network design. Similarly but in more details, Alling and Tyndall (1994) identify ten principles that make logistics operations successful. They are: (1) to link logistics to corporate strategy; (2) to organise logistics comprehensively; (3) to use the power of information tech nology; (4) to emphasize human resources recognising the importance of quality human resources; (5) to form strategic alliances; (6) to focus on financial performance; (7) to target optimum service levels; (8) to manage the details pay attention to details as it can be significant savings; (9) to leveraging logistics volume through consolidating shipment volumes, inventories and the like; and (10) to measure and react to performance. Furthermore, when considering a distribution strategy, warehousing strategy is an important part and typically the decision makers or logistics planners has to answer these questions (1) should warehousing facilities be owned, leased or rented, (2) what is the optimal size and number of warehouses, (3) what are the optimal locations for warehouses, (4) what product line should be stocked at each warehouse location, and what market areas should be serviced from each warehouse location. (Stock Lambert, 2001; Bowersox Closs, 1996; Simchi-Levi, et al., 2003; Bowersox Closs, 1996; Geoffrion Powers, 1995; Bender, 1994; Stock Lambert, 2001; Greasley, 2009) Matching logistics strategy to business strategy The important key to achieving the strategic fit is the ability of the company to find a balance between responsiveness and efficiency that best matches the business strategy. Whatever strategies chose to implement by the company, there will be impacts. And the impact of the selected logistics and distribution strategy has to be assessed against the business strategy. Often these may involve undertaking some qualitative analysis where it is impossible to derive good quantitative measures. The main areas of where this will impact, they are (Rushton, et al., 2006): a) Capital costs this is the costs of new facilities, new equipments, and so on. In certain situations capital constraints can exclude otherwise attractive options; b) Operating costs the minimum operating cost is often the main criterion for selection between options. In some cases increased operating costs can be accepted in the light of future flexibility; c) Customer service Although options should have been developed against customer service targets, the selected short list must be examined for the customer service level achieved. The balance of the mix might have changed in an effort to reduce costs. Stock held close to the customer might need to be increased to improve service reliability. 2.5 Obstacles to achieving strategic Fit As many as there are many factors and influences to achieving the strategic fit in the supply chain, there are also many obstacles to achieving the same goal as Chopra and Meindl (2004) and few other writers mention. Few examples of the obstacles to strategic fit are: a) the variety of products the increasing variety of products tends to raise uncertainty and uncertainty tends to raise costs and reduce responsiveness within the system; b) the product lifecycles the decreasing product lifecycles also tends to raise uncertainty and reduce the window of opportunity to achieving strategic fit; c) the increasingly demanding customer customers demand for faster fulfilment, better quality, and better value for money for the product they buy, companies must be able to provide these just to maintain their businesses; d) the fragmentation of supply chain ownership less vertically integrated structure can result in difficult coordination to achieving strategic fit; e) the effect of globaliz ation difficulties raised by the invasion of foreign players. It is noticed that these factors are the same factors which drives the need to improve logistics system as determined in section 2.2. 2.6 The logistics and distribution planning framework Many authors agree on the first and the most important step, when planning the logistics and distribution, which is to identify the objective and strategies of the organization. Then it follows by the second step which is to gain a detailed understanding of the present position of the system. The rests of the procedures are identifying the options, analysing the options, comparing and evaluating the results, and developing a planning and implementation. A diagram illustrating the approach to distribution planning by Rushton, et al. (2006) is shown in the figure 3 below. Figure 2: An approach to logistics and distribution planning (Rushton, et al., 2006) 2.7 Optimal number of warehouses The optimal number of warehouses can be found by using a costing model, a model which takes into account of variable costs, particularly the transport and operating costs. Few facilities give low cost for inward transport, but high cost for outward transport, as they are, on average, further away from customers. On the other hand, more number of facilities can give higher cost for inward transport, but the cost for outward transport is lower, as they are, on average, closer to customers. Another cost that varies with the number of facility is the operating costs. Higher number of facilities means the company has to bear more expensive cost to operating these facilities. Operating costs also vary with facility size. Generally, larger facilities give the economies of scale; however, this is not always the case. Higher cost from operating larger facilities may come from the cost of supervision, communication, inefficiency and so on (Attwood Attwood, 1992; Bowersox Closs, 1996; Waters, 2003; Chopra Meindl, 2004; Rushton, et al., 2006). Figure 4 graphically illustrates the relationships between number of facilities and costs incurred. Figure 3 Relationship between costs and numbers of facilities. The need to hold inventories Prior to planning and designing logistics and distribution system, it is very important to be aware of the reason why a company need to hold stock. The most common objective of a supply chain is to efficiently balancing demand and supply. As most people understand that it is impossible to precisely synchronise or balance the requirements of demand with the fluctuations of supply. Therefore stocks are there to provide buffer between supply and demand. Rushton, et al. (2006) reviews the important reasons to stock, as follows: a) to keep down production costs keeping production to run as long as possible, as the costs of setting up machine is often expensive; b) to accommodate variation in demand to avoid stock-outs by holding some level of safety stock; c) to take account of variable supply (lead) times to cover any delays of supplies from producers and suppliers; d) to reduce buying costs often there are administrative cost of placing an order, holding additional inventory can red uce these costs; e) to take advantage of quantity discounts often goods are offered at a cheaper cost per unit if they are ordered in large quantity; f) to account for seasonal fluctuations certain products are popular in a certain time of the year, retailer normally pile-up inventory during low demand season to cater the demand in high season; g) to allow for price fluctuations/speculation the price of certain products, steel for instance, fluctuate due to variety of reasons. Some companies buy in large quantity to cater this; h) to help the production and distribution operations run more smoothly stock is held to decouple two different activities; i) to provide customers with immediate service stocks enables companies to provide goods and service as soon as they are required to maximise the sales opportunity. This is essential in highly competitive markets; j) to minimise production delays caused by lack of spare parts Breakdowns of machineries required to produce goods or s ervices can be very costly to business. Having spare parts to fix the machineries as soon as it breakdowns is an advantage; k) to facilitate the production process by providing semi-finished stocks between different processes (Work-in-Progress). 2.9 Roles of warehouse Why businesses need warehouse? There are many reasons why business needs warehouses. Warehouse has many roles apart from providing storage and supplying the materials or finished goods to producers or retailers as reviewed in the previous section. In fact warehouse has many other roles and functionalities which can be classified on the basis of economics and service accordingly to Bowersox and Closs (1996). On the basis of economics, a warehouse is economically justified when the total logistical costs are reduced by providing the facility. On the basis of service, a warehouse is justified when the overall logistical system can provide a better service, in terms of time and place capability. Here are some common roles of a warehouse (Bowersox Closs, 1996; Higginson Bookbinder, 2005; Rushton, et al., 2006): Role as a make-bulk/break-bulk consolidation centre making bulk and breaking bulk are traditional functions of a warehouse/DC. In a break-bulk facility, large incoming loads are aggregated, often for product mixing and to create consolidated out- bound shipments. A make-bulk facility, or consolidation centre, com- bines small quantities of several products in fewer, larger assortments. Role as a cross-docking station Cross-docking is a process where the product is received, occasionally combined with different products going out to the same destination, and then shipped at their earliest opportunity without being stored. Cross-docking has many benefits, including: faster product flow, no inventory pile-up, reduced product handling, and reduce cost due to elimination of those activities. Role as a transhipment facility transhipment refers to a process of taking a shipment out of one vehicle and loading it onto another. It only occurs when there is a good reason to change transportation modes or vehicle types. Role as an assembly facility Hewlett Packards distribution centre is a good example of the role as an assemble facility. It also benefits from the idea of postponement which allows product differentiation until later stages. Products are designed to use generic parts and assemble at the warehouse. Role as a product-fulfilment centre the major function is to find the products that are ordered and directly deliver them to the final customer. Amazon.com warehouse is a good example. Role as depot for returned goods the major functions are to inspect and separate the returned good into those that can be repaired, repackaged, resale, or recycled. 2.10 Transportation Accordingly to Chopra and Meindl (2004), the target level of service the company sets determines the role of transportation in a company competitive strategy. If the company is targeting customers whose main criterion is price, then the company can use transportation to lower the cost of the product at the expense of reponsiveness. But more often companies tries to achieve the right balance between efficiency and responsiveness using both inventory and transportation. Often in logistics plannings, decision to make to make any changes based on the costs of transportation. Accordingly to Rushton, et al. (2006), the transportation costs can be broken into three main types. The first one is the fixed costs these costs must be borne whether the vehicles run for 10 or 100 kilometres and might include the depreciations of the vehicles, the licence fees, the insurance, etc. And these may vary from one vehicle to another depending on various reasons. The second type is the variable costs these costs vary in relation to the activity of the vehicles, i.e. how far the vehicle travelled. The most obvious example of a variable of cost is the fuel cost. And the last type is the overhead costs these costs are indirect costs that are borne by the whole fleet of vehicles. They may be the usual business overheads that are required to run the vehicles, i.e. staff salaries, telephone, internet, and other administrative expenses. 2.11 Location decision objectives Warehouse site selection is a complex process involving multiple, both qualitative and quantitative, criteria. And often location decisions have more than one objective depending on the organisations objectives and strategies. Current, et al., (1990) classified the objectives for facility location problems into four general categories namely: (1) Cost minimisation; (2) Demand Oriented; (3) Profit maximisation; (4) Environment concern, and often these objectives are found to overlap each other. For retailing business, cost minimisation and profit maximisation are often the main objectives. 2.12 The influences of warehouse site location selection It is important to effectively identify potential locations for the new warehouses. Typically, these locations must satisfy a variety of conditions and the potential locations should meet all the requirements. The potential locations should take into account the future demand and that the decision should have an impact on the firm for at least the next three to five years (Simchi-Levi, et al., 2003). Many authors (Chase, et al., 2004; Barnes, 2008) suggested that the choice of facilities location is influenced by two principles. The first one is the need to locate close to customer due to time-based competition, trade agreement, and transportation cost. And the second one is the need to locate close to the access to resources such as labour, raw material, and specialist skills and capabilities. Often the two principles are taken into account when an organization makes a decision on the choice of location. The characteristics of operations of business (i.e. Manufacturer or service provider) will govern the weight of factors should be taken into account. Barnes (2008) looked at the location decision on the international perspective where the influential facility location factors are more in numbers and level of complexity. However, these factors can be adapted and used for domestic facility location. Here is the list of major factors which in themselves comprises of several sub-factors given by Barnes (2008): Costs; Labour characteristics; Infrastructure; Proximity to suppliers; Proximity to market/customers; Proximity to parent company facilities; Proximity to competition; Quality of life; Legal and regulatory framework; Economic factors; Government and political factors; Social and cultural factors; and Characteristic of a specific location. Bowersox and Closs (1996) concentrated on the warehouse location analysis in the context of logistical network strategy. He discusses about three warehouse location patterns namely Market-Positioned Warehouse, Manufacturing-Positional Warehouse, and Intermediately Positioned Warehouse. They imply the similar idea of the two principles suggested by Chase, et al. (2004) and Barnes (2008). They also discussed the warehouse location from the viewpoint of transportation economies and from the viewpoint of inventory economies. Furthermore they incorporate the concept of Least-Total-Cost system where the sum of total inventory cost and transportation cost is minimal to design the warehouse network. The conditions or attributes of potential warehouse locations reviewed from many literatures are summarised as follows: Site-related factors Regional factors Land cost/size/soil characteristics/ drainage Proximity to market Construction costs/leasing cost/renting costs Proximity to suppliers Transportation facilities/cost Proximity to competitors Zoning restrictions Proximity to industry Community factors Geographical characteristics Quality of life/cost of living weather characteristics Public facility accessibility Labour cost/availability/skill Taxes Energy availability/cost Environment regulation Telecommunication facility Local government support/incentives Political matters and regulation Sustainability Transportation infrastructure 2.13 Methods and techniques in facility location problems In this section, we will review the methods, techniques, and approaches found in a number of literatures. Bowersox and Closs (1996) claim that a sophisticated modelling and analysis techniques are required in location decision because the location analysis is very complex and data-intense. The complexity is created because of the number of locations multiplied by the alternative location sites multiplied by the stocking strategies for each location. Meanwhile, the data intensity is caused by the requirement of detailed demand and transportation information. Furthermore, the facility site selection process is complicated by the impact of environment legislation and related political issues (Bowersox Closs, 1996). Thai and Grewal (2005) suggest the conceptual framework of location selection for distribution centre that consists of three main stages. The first stage is a general geographical area for distribution centre is identified based on the Centre-of-Gravity principle. The second stage is the identification of location alternatives of distribution centre and associate gateway airports/seaports. At this stage a qualitative approach should be applied. The third and final stage concentrates on the specific site selection based on the quantitative approach, i.e. The distribution centre should be place where the integration of volumes transported and distance involved is minimum and also the total distribution cost is minimum. 2.13.1 Decision-aid Techniques and Models Several operations management books (Stevenson, 2007; Barnes, 2008; Greasley, 2009) have their sections on facility location selection techniques and some common influencing factors as reviewed in the previous section. Accordingly to works of Simchi-Levi, et al. (2003), Rushton, et al. (2006), and Bowersox and Closs (1996), there are three categories for tools used to support location analysis. The first type is the analytic techniques. The second type techniques are the mathematical optimisation techniques which can be subdivided into two types: the exact algorithms that find least-cost solution; and the heuristics algorithms that find good solution. And the third type of techniques is simulation models that provide a mechanism to evaluate specific design alternatives created by designer. The simulation models will not, however, be included in the discussion. Accordingly to Randhawa and West (1995), the facility location problem can be approached by considering the location search space as continuous or discrete. Continuous space allows facilities to be located anywhere in the two-dimensional space; it normally assumes that the transportation costs are proportional to some distance measure between the facilities. Though easy to solve, the continuous approach may yield impractical results. The discrete space approach limits the number of possible locations to a finite set of predetermined sites, and the transportation costs are not necessarily function of distances. Four common types of techniques found on these books namely: (1) the Centre of Gravity Method i.e. finding a location that minimises the distribution costs; (2) the Locational Cost-Volume analysis i.e. comparing the total costs between location alternatives by graph plotting; (3) the Factor Scoring i.e. finding the location alternative with highest composite score; and (4) the Transportation model i.e. a linear programming model that shows location alternative with the most optimal solution (the lowest costs). 2.13.2 The Centre of Gravity Method The Centre of Gravity Method (CoG) is a method for locating a distribution centre that minimises the distribution costs. The main assumption of this method is the distribution cost is a linear function of the distance and the quantity transported, and that the quantity transported is fixed for the duration of the journey (Stevenson, 2007 Greasley, 2009). The locations of destinations are presented on the map with coordinate X and Y in an accurate scale. The location of the distribution point should be located at the centre of gravity of the coordination calculated by these following equations: Where = Quantity to be transported to destination i = x coordination of destination i = y coordination of destination i = x coordinate of centre of gravity = y coordinate of centre of gravity This technique is commonly used to solve location problems at a macro level. The method is applied to solve location problems in many fields other than location of a distribution centre such as school, fire centres, community centres, and such, taking into consideration location of hospitals, population density, highways, airports, and businesses (Stevenson, 2007). Bender (1994) argues that the CoG approach had became obsolete because of the replacement of other computerised approach including linear programming. He also discusses the limitation of the approach which ignores all constraints, such as capacity, financial, operational, legal, and all cost other than transportation. It is also assume that all the transportation costs are directly proportional to distance, and independent of the direction of traffic. 2.13.3 Locational Cost-Volume Analysis This method is an economic comparison of location alternatives which involves determining the fixed and variable costs for each location alternative. The method indicates which location is suitable for a particular volume level by analysing the mix of fixed and variable costs. The fixed cost plus variable costs line is plotted for each location alternative on the graph and the location with the lowest total cost line at the expected volume level is chosen. A total revenue line can also be plotted on the same graph to compare which location alternative has the earliest breakeven point if the objective is to consider the quickest breakeven location (Stevenson, 2007). The equation for expressing the cost is: Where TC = Total distribution cost VC = Variable cost per unit X = Number of units produced FC = Fixed costs This type of economic analysis is very common tool to compare which options have the highest rate of return and is not only limited to location problems. However, Stevenson (2007) suggests that, in most situations, it is very important that other factors other than costs must also be considered. The Locational cost-volume analysis alone is not sufficient to make decision. 2.13.4 Factor Rating Method The Factor Scoring method is sometimes known as weighted scoring or point rating, which attempts to take a range of considerations into account when choosing a location. Then technique starts by indentifying the relevant factors, then assign a weight to each factor that indicate the importance compared with other factors, given that all the weight sum up to one. Scores then have to be given by decision makers to each factor for all location alternatives. The total weighted scores for each location alternative are then calculated by multiplying the factor weight by the score for each factor, and sum the results for each location alternative. The alternative with highest score is chosen unless it fails to meet the minimum threshold, if there is one (Stevenson, 2007). The drawback of this method is identifying and determining the appropriate factors and weighting for each factor. Factors like quality of living and labour attitude are intangible factors and hard to quantify. Greasley (2009) suggested an approach to compare the tangible and intangible factors by conducting an intangible factors only assessment by the method, and then determine if the difference between the intangible scores is worth the cost of the difference in tangible costs between the location alternatives. Data collection, statistical estimates, optimization and simulation models, and economic analysis are some of the methods used to assess quantitative attributes. Qualitative attributes represent subjective factors for which it is generally difficult to define a natural measurement scale. Descriptive classes or interval scales (for example, 0 to 10) can be established to enable a numerical value to be assigned to represent how a site scores with respect to a particular attribute (Randhawa West, 1995). Linear Programming and location problems Linear Programming is one of the most widely used strategic and tactical logistics planning tools. The transportation model helps decision maker to decide the facility location based on the transportation costs. The model is very useful as it can compare the resulting total costs for each location alternative. Other costs like production costs can also be included in the model by determining the cost on a per-unit basis for each location. There are three major pieces of information needed to use the model as following (Stevenson, 2007; Balakrishman, et al., 2007): a) list of origins and each ones supply quantity per period; b) list of the destinations and each ones demand per period; and c) the unit cost of transporting items from each origin to each destination. The method can be used to solve for optimal or near-optimal locations. Even though the optimisation models are designed to provide an optimal solution, they can be used to analyze a problem under different scenarios (differe nt combinations of constraints and cost parameters). The result would be a set of location alternatives that are the preferred choices under different operating conditions. Furthermore, examination of a solution will generally result in the identification of more than one specific site. Such sites may then be further analyzed and compared using a multi-criteria model (Randhawa West, 1995). There are many types of mathematical programming models and they can be classified accordingly a variety of conditions. Aikens (1985) classified distribution location models accordingly to: a) whether the underlying distribution network (arcs and/or modes) is capacitated or incapacitated; b) the number of warehouse echelons, or levels (zero, single, or multiple); c) the number of commodities (single or multiple); d) the underlying cost structure for arcs and/or nodes (linear or nonlinear); e) whether planning horizon is static or dynamic; f) the patterns of demand (e.g. deterministic or stochastic, influence of location, etc.); g) The ability to accommodate side constraints (e.g. single-sourcing, choice of only one from candidate subset, etc.). Aiken (1985) gives some examples of types of distribution location mathematical programming models: a) Simple incapacitated facility location model; b) Simple incapacitated multi-echelon facility location model; c) Multi-commodity incapacitated facility location model; d) Dynamic incapacitated facility location model; e) Capacitated facility location models; f) Generalised capacitated facility location model; g) Stochastic capacitated facility location model; and h) Multi-commodity capacitated single-echelon facility location model. Diabat, et al. (2009) also show that the techniques can be applied to solve location-inventory problems which finds the number of warehouses to establish , their locations, the customers that are assigned to each warehouse, and the size and time of orders for each warehouse so as to minimise the sum of inventory. Melo, et al. (2009) review many literatures related to facility location problem that show that linear prog