Theodore Roosevelt and the New York Police Department

Future president Theodore Roosevelt returned to the city of his birth in 1895 to take on a task that might have intimidated other people, the reform of the notoriously corrupt police department. His appointment was front-page news and he obviously saw the job a chance to clean up New York City while reviving his own political career, which had stalled. As the president of the police commission, Roosevelt, true to form, vigorously threw himself into the task. His trademark zeal, when applied to the complexities of urban politics, tended to generate a cascade of problems. Roosevelts time at the top of the New York Police Department brought him into conflict with powerful factions, and he did not always emerge triumphantly. In one notable example, his widely publicized crusade to close saloons on Sunday, the only day when many workingmen  could socialize in them, provoked a lively public backlash. When he left the police job, after only two years, the department had been changed for the better. But Roosevelts time as New York Citys top cop had been raucous, and the clashes he found himself in had nearly brought his political career to an end. Roosevelts Patrician Background Theodore Roosevelt was born into a wealthy New York City family on October 27, 1858. A sickly child who overcame illness through physical exertion, he went on to Harvard and entered New York politics by winning a seat in the state assembly at the age of 23. In 1886 he lost an election for mayor of New York City. He then stayed out of government for three years until he was appointed by President Benjamin Harrison to the United States Civil Service Commission. For six years Roosevelt served in Washington, D.C., overseeing the reform of the nations civil service, which had been tainted by decades of adherence to the spoils system. Roosevelt was respected for his work reforming the federal civil service, but he wished to return to New York City and something more challenging. A new reform mayor of the city, William L. Strong, offered him the job of sanitation commissioner in early 1895. Roosevelt turned it down, thinking the job of literally cleaning up the city was beneath his dignity. A few months later, after a series of public hearings exposed widespread graft in the New York Police Department, the mayor came to Roosevelt with a far more attractive offer:  a post on the board of police commissioners. Enthused by the  chance to bring much-needed reforms to his hometown, and in a very public post, Roosevelt took the job. The Corruption of the New York Police A crusade to clean up New York City, led by a reform-minded minister, Rev. Charles Parkhurst, had prompted the state legislature to create a commission to investigate corruption. Chaired by state senator Clarence Lexow, what became known as the Lexow Commission held public hearings which exposed the startling depth of police corruption. In weeks of testimony, saloon owners and prostitutes detailed a system of payoffs to police officials. And it became apparent that the thousands of saloons in the city functioned as political clubs which perpetuated the corruption. Mayor Strongs solution was to replace the four-member board that oversaw the police. And by putting an energetic reformer like Roosevelt on the board as its president, there was cause for optimism. Roosevelt took the oath of office on the morning of May 6, 1895, at City Hall. The New York Times lauded Roosevelt the next morning but expressed skepticism about the other three men named to the police board. They must have been named for political considerations, said an editorial. Problems were obvious at the outset of Roosevelts term at the top of the police department. Roosevelt Made His Presence Known In early June 1895 Roosevelt and a friend, the crusading newspaper reporter Jacob Riis, ventured out into the streets of New York late one night, just after midnight. For hours they wandered through the darkened Manhattan streets, observing the police, at least when and where they could actually find them. The New York Times carried a story on June 8, 1895 with the headline, Police Caught Napping. The report referred to President Roosevelt, as he was president of the police board, and detailed how he had found policemen asleep on their posts or  socializing in public  when they should have been patrolling alone. Several officers were ordered to report to police headquarters the day after Roosevelts late night tour. They received a strong personal reprimand from Roosevelt himself. The newspaper account noted: The action of Mr. Roosevelt, when it became known, made a sensation throughout the department and as a consequence, more faithful patrol duty may be performed by the force for some time to come. Roosevelt also came into conflict with Thomas Byrnes, a legendary detective who had come to epitomize the New York Police Department. Byrnes had amassed a suspiciously large fortune, with the apparent help of Wall Street characters such as Jay Gould, but had managed to keep his job. Roosevelt forced Byrnes to resign, though no public reason for the ouster of Byrnes was ever disclosed. Political Problems Though Roosevelt was at heart a politician, he soon found himself in a political bind of his own making. He was determined to shut down saloons, which generally operated on Sundays in defiance of local law. The problem was that many New Yorkers worked a six-day week, and Sunday was the only day when they could gather in saloons and socialize. To the community of German immigrants, in particular, the Sunday saloon gatherings were considered an important facet of life. The saloons were not merely social but often served as political clubs, frequented by an actively engaged citizenry. Roosevelts crusade to shutter saloons on Sundays brought him into heated conflict with large segments of the population. He was denounced and viewed as being out of touch with the common people. The Germans in particular rallied against him, and Roosevelts campaign against saloons cost his Republican Party in the city-wide elections held in the fall of 1895. The next summer, New York City was hit by a heat wave, and Roosevelt gained back some public support by his smart action in dealing with the crisis. He had made an effort to familiarize himself with slum neighborhoods, and he saw that the police distributed ice to people who desperately needed it. By the end of 1896, Roosevelt was thoroughly tired of his police job. Republican William McKinley had won the election that fall, and Roosevelt began concentrating on finding a post within the new Republican administration. He was eventually appointed an assistant secretary of the Navy and left New York to return to Washington. Impact of Roosevelt on New Yorks Police Theodore Roosevelt spent less than two years with the New York Police Department, and his tenure was marked with nearly constant controversy. While the job burnished his credentials as a reformer, most of what he tried to accomplish ended in frustration. The campaign against corruption proved essentially hopeless. New York City remained much the same after he left. However, in later years Roosevelts time at police headquarters on Mulberry Street in lower Manhattan took on legendary status. He would be remembered as a police commissioner who cleaned up New York, even though his accomplishments on the job didnt live up to the legend.

Exposure to Tragedy in Sophocles Oedipus the King

Sophocles background influenced him to write the drama Oedipus the king. One important influence on the story was his exposer to tragedy all around him. Jeffrey buller in â€Å"Sophocles† told us that Sophocles learned the art form of tragedy from Aeschylus. Sophocles later went to the Great Dionysus a competition for the greatest tragedy and won first place over Aeschylus. Also, Sophocles shows tragedy in the play by telling us about the legend the heard while he grew up (Buller 2-4).Similarly, Oedipus in â€Å"Oedipus the King† goes his whole live trying not to kill his father. He kills him and fails to realize it, until he tries to save his people by finding the killer which develops the tragedy that never had to happen if he didn’t want to save his people. In addition to his exposer, another influence on the story is the authors will to be different. Sophocles developed new ways to add to the art of plays by adding â€Å"†¦a third actor, scene paintin g and a slightly lager chorus† (Buller 11) He also makes Oedipus the main character and focuses on him as the individual hero. In â€Å"Oedipus the king† the whole theme is surrounded by Oedipus and his life. This background, together with a believable plot, convincing characterization, and important literary devices enables Sophocles in â€Å"Oedipus the king† to develop the theme that theme that the protagonist is blind of the truth and later becomes blind knowing the truth. To develop this theme, Sophocles’ creates a believable plot though anShow MoreRelatedEssay about Oedipus: Do Not Try to Control Your Fate1071 Words   |  5 Pageschooses to decide, the outcome of their choices and decisions will still result to their predetermined fate. Sophocles’ tragedy, Oedipus the King, demonstrates this statement throughout the play in the role of his tragic hero Oedipus. In the course of Oedipus’ actions of trying to escape his predestined for tune, his fate and flaws of being human played major roles to bring about his downfall. Oedipus’ doom was already predetermined by an Oracle at Delphi before the moment of his birth; thus, despite whatRead MoreOedipus Rex Essay1335 Words   |  6 Pagesthe crossroads, that drank my father’s blood offered you by my hands, do you remember still what I did as you looked on, and what I did when I came here?† (Oedipus Rex, 1575-1580). Precisely placed at the crossroads of fate and autonomy, Oedipus struggles to define what, exactly, is fate and what, exactly, is left to his own discretion; Oedipus Rex challenges the common thought of Greek Society. Transcending more than one thousand years, questions often posed within the context of this play come toRead More Comparing Female Characters in Euripides Medea and Sophocles Oedipus the King and Antigone1555 Words   |  7 PagesComparing Female Characters in Euripides Medea and Sophocles Oedipus the King and Antigone      Ã‚  Ã‚   In the times of the ancient Greeks, women had an unpretentious role. They were expected to do take on the accepted role of a woman.   In most cases, a womans role is restricted to bearing young, raising children, and housework. In Sophocles Oedipus   the King, Antigone, and Medea, the dominant female characters impacted upon men with authority and political power.   It is Read MoreEssay on Oedipus the King: The Hubris of Oedipus1681 Words   |  7 Pages Oedipus the King written by Sophocles, is a powerful Greek tragedy story. The protagonist, Oedipus is a heroic mythical king who had it all. 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In this particular section of the play we watch as Oedipus declares to find the killer of former king Laius but insteadRead MoreThe Era of Greek Tragedy Essay2487 Words   |  10 PagesThe Era of Greek Tragedy In Athens, during the final thirty years of sixth century B.C. playwrights began creating the earliest drama in all of Europe, Greek tragedy (Sifakis, â€Å"Greek Tragedy†). Though now the products of the movement are seen as pieces of literature to be read, they originated as theatrical pieces meant to be performed on the stage. The tragedies were mostly derived from stories about their gods, such as Hades, Zeus and Nyx. In that time period, tales of these immortals wereRead MoreWomen Within The Grecian Culture1316 Words   |  6 Pagessome of the most famous thinkers however they were all men. Women within the Grecian culture where very much the passive sex, confined to housework and almost never educated. It is interesting therefore that the characters that have emerged at the exposure of the phallic philosophical pen still remain as an ally to the feminist movement and are relevant to our way of thinking today, acting as feminist pioneers both in theory and literature, helping the canon evolve years after being written. At a timeRead MoreOedipus Data Sheet2569 Words   |  11 Pages Major Works Data Sheet Oedipus the King Title: ________________________________ Sophicles Author: ______________________________ Date of Publication: ____________________ Around 450 BC Tragic Drama/Theater Genre: _______________________________ Historical information about the setting The work was written around 450 BC, a time of high Greek culture where literature and drama were placed at the forefront of society. 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On the other hand, exposure to a traditional cognitive-based curriculum without exposure to management skills development does not correlate with improvements in social competence, management skills, or career success. For example, Cohen (1984) summarized the results of 108 studies of the relationship between

Meeting My Boyfriend Essay Example For Students

Meeting My Boyfriend Essay Once upon a time, actually, not so long ago, I met this boy. Love at first sight? Nah, such things like that dont exist in my mind. Well, I didnt have any special first impression about him. He was just like anybody else. No, even more ordinary than some others. To be honest, I cant even tell if I had first met him since fourth grade or fifth. My memory is just that awful. Okay, so let’s get some flashbacks, starting from fifth grade. As what I remember, I was sitting across him. All I know is that he liked me. But I didnt care because I was too busy impressing my crush. Now I regret. So there isnt much things to say about fifth grade because he was just an acquaintance to me. We rarely talked to each other; I didnt even notice that he was in my class as well. As what people usually say, you can never know if this stranger would one day become someone that means so much to you. So let’s move on. Sixth grade wasnt a great year for me. Actually, it was my worst year so far. Him and I, we were in different classes. I was meant to be in the same class as he was, but somehow I have to moved to a totally new class with a bunch of people that I have never seen in my life before. I had a chance to make new friends, and enemies of course. He was absolutely erased from my mind. To me, he was less than a friend but more than a stranger. We hardly see each other. And after 7 months in sixth grade, I fell in love with this guy in his class. We dated for 9 months and it was already seventh grade when I broke up with this guy. During that time, all I heard about him was that he liked this girl and everyone was talking about it. Like a mini drama. And of course Im a drama queen so I know it all. Okay, now comes the little secret. I was a bit, a tiny bit jealous. Gosh I dont even know why. I remembered that he was the boy that liked me in fifth grade and now I heard that he has a crush on someone else. I dont know, it’s just a bit hurtful. Well yeah I understand. How could I expect him to keep liking me when I didnt even care about him? So yeah, I was just too obsessed with boys. We werent classmates in seventh grade as well. Another year of being acquaintances. And I have to say that I realized that he’s becoming more handsome every year haha. Again, there’s nothing much to say about seventh grade since it was just simply another year of us being apart. And gosh I hate that. So okay, move on to eighth grade, when things became incredibly good. I was so excited, and scared too, since this is the very first year that I’m in an international class. I was worried because I didnt have any friends with me in this class. Then I met her, my bestie. But we wont go into that because I would be going off topic. Yay, so we are in the same class this year. But still, I didnt have much impression about him at first. But he was a bit more special than before since he was one of the few friends I got in this class. So we talked more. I get to know more about him and I have to say that he was a really good guy, at least the best guy friend I knew at that moment. He was seating almost next to me at first. So I got even more chances to talk to him. And without knowing, I just naturally fell for him. His handsomeness. His smile. His humors. His intelligence. His kindness. Everything about him made me fell over and over again without realizing it. Then seats were moved. He seated in front of me and even right next to me in science class. I talked to him all day long and I could laugh every single time. I felt really lucky. And this feeling did hold me back to think about it. Yeah, I do love him†, I thought to myself. But I didnt have the guts to tell him because I know he didnt have any feelings for me. He considered me as a good friend, that’s all. And to be honest, I’m not the type of girl that would wait ages for someone to love me back. Because I know how terrible it is to have a crush on someone that you know for sure that you dont have a tiny chance to win him. Okay, now is the part where shit just got real. So people called this the climax of a story, when I found out that he had a crush on another girl, and it was even worse because that â€Å"another girl† is my bestie. Nuclear Arms EssayGosh I’m dying I need a doctor! † Okay, so that was pretty much what I was thinking on that day. But nah. It was incredible. I went home and messaged him. I didn’t know what to say because it would be very ridiculous if I just suddenly say â€Å"So do you love me too? Will you be the love of my life? †. What if he didnt see that paper? So all I said was â€Å"=)))†, what I usually say when I don’t know what to say instead. And he was weird haha. I didn’t understand what he said at first but then I kinda get it and felt extremely happy. So yeah, it is our anniversary day, November 19th 2014. November 21st 2014, Fire Ice ball, our first date. Actually, even before I confessed to him, I had asked him to be my ball date. Well, he accepted. It was a relief to me because it would be so awkward and shameful if he said no. So okay, back to the main topic. It was pretty awkward at first for both of us. But later, we get used to it and felt comfortable being together. Indochina, 9:21 p. m. , his first kiss. Well, he thought we went too fast. But to me, it’s okay either way. It was adorable how inexperienced he was. Would it be super cute if I could be his first and last love? We shall see. So yeah, it was a memorable night for both of us. He is and will always be my Prince Charming. Well, no relationship is perfect. There will be fights, argues, different opinions about different things, and even breakups. Our is the same. Actually, we have much more argues than normally. But yeah, we can deal with it. He could make me laugh so easy. Like every time we Skype, it’s no longer a weird thing if I just suddenly burst into laughter. Cuddling with him. I love it. I could melt in his arms. His kisses. Gosh it drives me crazy every time. I’m this hot-tempered with millions problems type of girl. And he’s this calm with a pink life type of boy. We are so different. But we fit together perfectly, just like puzzles. I get mad often and he has to calm me down every single time. I could be very mean to him at some point but he still loves me so much and I couldnt ask for more. He’s the one that I need in my life. Yeah I know. He is careless. He is stupid at understanding girls. He is childish. But that is what I love about him. I dont need a perfect boyfriend. I need an imperfect one so I could get mad at him sometimes haha. Now, think about everything that happened in the past between us, I dont think that I regret anything. If I fell for him in fifth grade, maybe we wouldnt be in love with each other right now because we were too childish back then and also, we didnt get to be in the same class for 2 years. So yeah, I love how things are right now. We are in the same class. We are together. We get to talk to each other everyday. We get to see each other everyday. We get to kiss and hug each other everyday. I wish that everything could stay this way forever But he will not be here with me next year anymore. Yes, it’s going to hurt so badly. Yes, it’s going to be extremely hard to keep things as good as how it is right now. Yes, I dont believe in forever lasting love. But I hope and believe that we could get through the tough times. He is also the type of guy that would be very faithful if it worth trying. I believe so. And I am also the type of girl that is willing to do anything to keep someone that I know is my true love. We would make a great team together 3. No matter how painful distance can be, not having him in my life would be worse. Okay, so I just want to say that I love him a lot.

Spare parts Essay Example

Spare parts Essay It was voted Airline of the Year in the worlds largest assenter poll, conducted by Ashtray Research In 2005, and named Airline of the Year by Alarm Transport World magazine In 2006. 2 However, there was an operational pain that continued to bother Cathy Pacific. In March 2007, Robert Taylor, manager of inventory operations, and Paul Barbell, manager of procurement of aircraft components and maintenance, were requested to head up a task force to optimism the supply chain management of spare parts operations at Cathy Pacific. Aviation spare parts constituted a significant expense In Cathy Pacifisms financial statements. From the balance sheet perspective, as of December 2005, the total Inventory value of all aviation spare parts amounted to over SUSSEX million. Dead and Inactive stock accounted for 3% per annum and was an issue to manage with care due to obsolescence and unpredictable demand patterns. Supply chain management for aviation spare parts was complex because of the need to ensure timely service availability of a huge variety of stock and to comply with stringent quality and regulatory requirements. Company interview on 25 July 2007. For details, see Cathy Pacifisms website: http://move. Catalytically. Mom. Karen Lee and Jonathan Polloi prepared this case under the supervision of Ben]mall Yen for class discussion. This case is not intended to show effective or ineffective handling of decision or business processes. 0 2009 by The Asia Case Research Centre, The university of Hong Kong. No part of this publication may be reproduced or transmitted in any form or by any means?electronic, mechanical, photocopying, recording, or otherwise (including the the permission of The university of Hong Kong. We will write a custom essay sample on Spare parts specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Spare parts specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Spare parts specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Ref. 09/ICC Aviation Spare Parts Supply Chain Management Optimization at Cathy Pacific Airways Limited 9/ICC A bolt for a desk chair costs a dollar. The same bolt for a chair on an airplane would cost 30 dollars. It is that magnitude of difference. Everything for an aircraft is massively expensive. Paul Barbell, manager of procurement, Cathy Pacific The challenge for the management team was to explore alternatives for optimizing spare parts supply chain management and instigate process improvement. The Aviation Spare Parts Industry Managing spare parts in the aviation industry had always been a challenge for airline operators because the aviation supply chain was unusually complicated. The aviation industry was regulated by international and local authorities such as the US Federal Aviation Administration (FAR), the European Aviation Safety Agency (EASE) and the Civil Aviation Department of the Government of the Hong Kong Special Administrative Region. Mechanics certified by the FAA were required to check all non-deferrable repairs before a planes departure and verify that all regulations were met. In addition, the FAA had the authority to ground a plane if airline operators did not complete the deferrable repairs within the stipulated timeshare. All suppliers of airplane spare parts were required to possess special legal certifications and formal protocols, which were stipulations that indicated assumption of responsibility in case of an accident. Turnaround time for repairs was critical, as highlighted by measurable and non-measurable costs. In addition to standard passenger compensation for flight delays such as hotel accommodation, it cost IIS$60 per minute to keep an aircraft on the runway. 5 Moreover, there existed a risk that customers might be upset or even shift to other airlines if delays caused them to lose heir connecting flights. Therefore the cost of aircraft delays was a key decision making element in engineering. Aviation spare parts themselves were also expensive and complex. To illustrate, the average cost of an engine was IIS$12 million and comprised thousands components and assemblies ranging from nuts and bolts to ten thousands. In addition to manufacturing expenses, the high costs were attributed to regulatory and testing requirements of spare parts for reliability. The variability of airplane spare parts, coupled with the sporadic nature of demand for aircraft maintenance repair parts, made spare parts demand forecasting more difficult, necessitating increased manpower. Buyers Market The carrying costs for aviation spare parts inventory were relatively expensive. Future demands for spare parts were made based on maintenance information, scheduled However, the usage pattern of spare parts remained highly unpredictable because of the high level of demand variability. It was reported that 30% of the inventory of a traditional airline was active, another 30% was slow-moving but necessary to have on hand and the remaining 40% was dead stock. It was estimated that the airline industry spent over IIS$II billion per year on spare parts, of which 10% came from airlines and overhaul agencies pre-owned stocks. The value of spare engines for major airlines was estimated at over IIS$II billion and the 3 SHCOON, M. And Pat ©-Cornell, E. (2000) Delays and Safety in Airline Maintenance, Reliability Engineering and System Safety, 67 (3), up. 301-309. 5 6 Harrington, L. (2007) From Just in Case to Just in Time, Air Transport World, 44 (4), up. 77-80. 7 Doug, B. (2000) Spares Apart, Aerospace International, 27 (6), up. 14-17. 4 verbal value of spare parts sto red by the airline industry had increased from IIS$45 billion in 1995 to IIS$50 billion in 2002, of which 80% was owned by airline operators. Aircraft components were complex, high-level modules consisting of dozens or hundreds of parts. The life span of a component could exceed two decades, during which it might be repaired or overhauled more than a dozen times. These issues, combined with aviation authority requirements such as certification and traceability and issues of reliability and safety, increased the cost of obtaining and keeping aviation spare parts. Since the majority of the inventory value in the aviation supply chain was tied up in spare components, they represented the primary target for inventory value reduction. Suppliers Market Similar to any other industry, price and quality were two major determining factors for airline operators in evaluating their spare parts suppliers. As a result of tight aviation regulations, airline operators, as customers, were constraine d in supplier selection. Moreover, there were situations that were dominated by a single supplier, as with parts solely supplied by an original equipment manufacturer (MOM). Moms ere companies who were original manufacturers of a component for a product that might be resold by another company. The limited choice and high concentration of Moms limited airline operators negotiation power. Unlike consumable products, the criticality of the engine and the long usable life of an aircraft had contributed to Moreover, there was limited room to negotiate after an aircraft was purchased; the purchaser was now dependent on the Memos products. Because of tight regulations and dependence on Moms, seeking alternative suppliers was a challenge for Cathy Pacific 10 . The suppliers market was concentrated in a mindful of aerospace conglomerates, including Goodrich Corporation and Honeywell Aerospace. This was very much unlike the car industry, in which Volvo could choose from a number of suppliers to purchase a new engine for a new car. Joint purchasing activities amongst airline alliances to influence procurement processes were also likely to be opposed for anti-trust reasons. Joint purchasing activities pursued by airline alliances were deemed as similar actions undertaken by a conglomerate trying to influence the supply market. Strict regulations were in place, in countries like Australia, to govern the extent of Joint archiving activities allowed. 1 To alleviate over-dependence upon single source suppliers, airline operators had begun exploring opportunities of sourcing certain categories of approved parts manufactured under a regulated program called AMA (Parts Manufacturer Approval). Through the AMA process these categories of part were generally available at more competitive pricing with reduced lead times. Supplier selection was also influenced by whether the parts in que stion were new or old part models. Because Moms were the original manufacturers, they were generally he preferred suppliers for new part models owing to their level of expertise in maintenance and repairs. For older, non-critical models, AMA suppliers were a viable option. 8 Kill, J. And Epsilon, A. P. J. (2004) Pooling of Spare Components between Airlines, Journal of Air Transport Management, 10 (2), up. 137-146. 9 10 11 3 Company History air force pilots, American Roy Farrell and Australian Sydney De Kantian. With a single Douglas DC-3 (a small passenger plane), Cathy Pacific launched its first routes between Hong Kong, Sydney, Manila, Singapore, Shanghai and Canton, with limited scheduled service to Manila, Singapore and Bangkok. In 1948, Butterflies Swirl, which later became the Swirl Group, bought 45% of Cathy Pacific and had since then become the De facto flagship carrier of Hong Kong. The asses to asses marked the development and growth era of Cathy Pacific [see Exhibit 1], owing to successful corporate strategy implementation in product innovation and to acquisitions. During the asses, Cathy Pacific had demonstrated its commitment to product innovation through its introduction of flight simulators and one of the industry first computerized reservation systems. These technological investments further enhanced Cathy Pacifisms service offering. In addition, Cathy Pacific had made timely acquisitions allowing the airline to become one of the world industry leaders. With access to capital markets for fund raising following their initial public offering in Hong Kong in 1986, Cathy Pacific pursued its plan of expansion into Europe and North America. Recognizing destination reach as a critical factor for excellent customer service and acknowledging the increasing demand in China, in September 2006, Cathy Pacific not only integrated with Dragon Air but also enhanced its cooperative agreement with Air China. Cathy Pacific was also one of the founding members of the enamored Alliance in 1998, a network of airlines designed to increase efficiency by offering nearly 700 destinations. 12 Turnover in 2006 exceeded IIS$7. 77 billion and profits surpassed IIS$523 million. Cathy Pacific employed over 25,000 staff worldwide, serviced over 43 destinations throughout Asia, North America and Europe and carried over 16. 7 million passengers 2006. Spare Part Supply Chain Management at Cathy Pacific Managing the inventory is tough. With the aviation business, the supply chain tends o be much more complicated compared to regular businesses. In addition, they included serialized assemblies, end items, line-replaceable units and units that incorporated repairable parts. Because they were assembled units, they could consist of parts belonging to the other four categories of spare parts, meaning retables could be built from parts which were expendables or consumables. For example, an engine was a ratable component, but there were many different assembly parts inside the engine. Retables were depreciable over time and had an extensive life expectancy through repetitive overhaul processes that would, under normal operating conditions, equal the life of an aircraft. Unserviceable units were normally routed to overhaul/repair shops for inspection, repair or overhaul and ere rectified for serviceability based on authorized procedures. Repairable included parts that were considered economically repairable and were continually rehabilitated in the normal course of operation to a fully serviceable condition over a period which was usually less than the life of the flight equipment with which they were associated. These parts were repaired until declared no longer of value because of obsolescence either of themselves or of the flight equipment to which they related, or because the assemblies had become damaged beyond repair. A fuel pump in the airplane was an example of a repairable part. Expendables included both integral and non-integral parts of assemblies that were reused or replaced based on inspection findings. Some examples of integral expendables were dowels, pins and sleeves. Examples of non-integral expendables included bearings, springs, bulbs and brackets. Consumables included replacement items that were discarded and replaced at each consumable parts were oil, chemicals, paints, fabrics and metals. Expendables-repairable included any expendable that might be recovered through minor repairs, such as seat arm caps. These five classes could also be addressed from two different points of view. The first was an inventory management perspective that focused on whether the units could be repaired or not. For example, retables and repairable were components that could be repaired. The second perspective was that of accounting and focused on depreciable lifespan. Retables, for instance, had a lifespan equal to that of an aircraft. 15 16 Cathy Pacifisms website: http://www. Psychiatric. Com/CPA/en_us/about/ cacophonous/faceted (accessed 14 May, 2008). Definitions taken from: Cathy Pacific (1 May 2006) Engineering Procedure Manual Inventory Operations Volume AAA, Company Presentations. Spare Parts by Criticality Cathy Pacific further subdivided their spare parts by classifying the above five categories broadly into critical components and non-critical components, which could further be classified by the criticality codes O, 1, 2, 3 and 4 [see Exhibit 3]. Critical components were parts that were essential to operating an aircraft safely and effectively. They could make the difference between a safe landing and a mid-air catastrophe. These parts were usually very expensive and complex. An example of a critical component was the IIS$I million Electronic Engine Controller 17. Non-critical components encompassed all parts of the plane that were not essential to the effective and safe operation of an airplane. There was a diverse range of non-critical components, from in-flight entertainment systems to nuts and bolts. Expendables and consumables qualified as non-critical components in the majority of cases. Nevertheless, there were instances where these types of parts were considered critical components, such as a dowel required to keep a ratable part in operational form. The critical and non-critical dimension could be applied to all five classes of materials [see Exhibit 4]. 8 Current Practices in Aviation Spare Parts Supply Chain The spare parts supply chain operations at Cathy Pacific flowed from procurement and inventory management to repair management and logistics management. Cathy Pacifisms internal supply chain strategy had been driven by ensuring quality and service to the aircraft operation in the most cost efficient manner. Procurement The supply chain of spare parts at Cathy Pacific was a very complex, large-scale operation with thousands of suppliers and distributors. Aviation spare parts were handled and directly purchased by Cathy Pacific. The purchasing activities were transaction-orientated, from sourcing and storage to consumption and repurchase. Cathy Pacifisms procurement process could be triggered by normal replenishment, initial provisioning or special provisioning [see Exhibit 5]. In line with the nature of the business, Cathy Pacific had to ensure that adequate airworthy spare parts were available at all times. In addition to purchasing activities, the procurement process involved Cathy Pacifisms cross-functional teams in selecting, monitoring, evaluating and managing relationships with part providers to ensure operational effectiveness. Key performance indicators were set as quantifiable objective measures to assess the quality and the performance of the parts. Some of these measures included average and variance of lead time, quality levels and component performance. The airline industry had very few choices for critical parts component suppliers. Moreover, the sensitive nature of these critical parts limited Cathy Pacifisms ability to switch suppliers because of the significant costs associated with switching. There was a greater level of flexibility for non-critical spare parts, with over 200 consumables and expendables suppliers. This, however, had, consumed much of Cathy Pacifisms resources in managing supplier relationships. 7 18 An electronic engine controller is used to monitor and control the operation of the engine Cathy Pacific (1 May 2006) Engineering Procedure Manual Inventory Operations Volume AAA, Company Presentations. Inventory Management Inventory management for Cathy Pacific is determining the right quantity of spare parts and material at the right time and at the right place to meet anticipated and unanticipated demands to maintain aircraft operations at the desired service level at the optimal costs Engineering Procedure Manual, Cathy Pacific management, was thus an integral component of Cathy Pacifisms inventory management process. Timely stock replenishments were needed once reorder points were reached. An extensive system, Ultramarine, was in place for management of components replacements and newly acquired spare parts [see Exhibit 6 and 7]. Cathy Pacific also needed to minimize inventory holding costs. In theory, an exhaustive inventory was needed to reach a service level that could satisfy all the possible demand of its aircraft. Because this was financially and operationally infeasible, Cathy Pacific had to operate in the most economically responsible way and strike a balance between the most effective inventory levels to hold on to relative to the corresponding service level. To guard against the risk and cost of prolonged downtime, Cathy Pacific normally built in a buffer stock and, as a result, additional cost was incurred to engineering operation in general. Despite Cathy Pacifisms efforts to manage their spare parts inventory in an optimal manner, they still encountered circumstances where a certain part was needed and no stock was available. Coping tit such a situation was referred to as shortage management. Shortage management was a process of sourcing parts that, for one reason or another, were unavailable to meet the expected demands. 19 When Cathy Pacific required a spare part immediately and none was readily available, they explored several options to meet the urgent need: Aircraft-on-ground (AGO) orders were employed in situations where a Cathy Pacific plane was grounded and could not take off without a certain part. When an AGO order was placed, the part would be shipped via same- day express delivery. Cathy Pacific could retrieve the necessary spare part by rowing it from another airline. Pool loans were another way Cathy Pacific was able to manage part shortages. By signing a contract with the International Airline Technical Pool, Cathy Pacific was granted access to a network of over 100 airlines with which they could share spare parts when in need without incurring a surcharge. Cathy could also borrow a part fr om one of its other aircraft. Repair Management On average, Cathy Pacific managed over 80,000 repair orders per year, or over 7,000 repair orders per month. 0 After determining whether faulty parts were repairable r not, Cathy Pacific had to determine whether their existing repairers had both the required capability as well as necessary capacity to repair the full range of components installed on its aircraft. To this end, Cathy Pacific compiled a database of over 300 of the worlds major airplane spare part repair shops. Repair shops were selected based on the types of spare parts the shop specialized in, quality, price and service level. In 2000, Cathy Pacific collaborated with 13 other airlines to develop Archangel, a system designed to facilitate the sharing and exchange of information, such as paired sourcing, 19 20 Company interview on 15 December 2006. Between the participating airlines [see Exhibit 8]. Information such as the types of spare parts availability and suppliers lists was available through the Archangel program, Cathy Pacific forecasted future demand for components on projected fleet utilization and an individual components life cycle. However, this only represented part of the picture as the method lacked the ability to forecast demand arising from unscheduled removals, which counted for nearly 79% of all removals.. Logistics Management Given that appropriate quality and quantity of inventory was available and that the inventory was processed and repaired accordingly, effective supply chain management was dependent on effective logistics management. Logistics management in this context was the practice of minimizing the duration and number of processes required to transport spare parts from one place to another. Cathy Pacifisms logistics management arm was responsible for managing the shipment of ordered inventory from warehouse to airplane as well as to and from the repair centers. In order to reduce lead times, Cathy Pacific usually shipped parts individually between repair houses and Cathy Pacific hubs. However, in order to minimize costs, Cathy Pacific consolidated shipments of spare parts that were less sensitive to lead times. In Australia, for example, a fixed import tax was charged on every shipment. Cathy Pacific would therefore weigh the time and costs associated with allowing several spare parts to be accumulated for the purpose of consolidating them into one shipment. Cathy Pacific outsourced to third-party logistics companies to transport their unserviceable parts to various repair houses across the globe. This outsourcing approach allowed Cathy Pacific to capitalism on the expertise possessed by the logistics partners in shipping and handling fragile parts, which in turn generated cost savings to Cathy Pacific. Due to the high level of sensitivity of some of the spare parts that were transported, Cathy Pacific conducted extensive due diligence on potential logistics prior to establishing relationships. Factors considered included: satisfactory previous shipping record; the appropriateness of licenses and insurances held by the logistics companies; transportation networks of the logistics impasses; and extent of performance reviews. Reducing spare parts inventory level depended on reducing the lead time from suppliers and turn around time from repair shops. Through the Just-in-time practices, 21 Cathy Pacific attempted to balance quality service with minimal inventory levels in order to generate the lowest inventory holding costs possible. Supply Chain Management Optimization Proposal Although Cathy Pacific was known to be one of the most profitable airlines in the world and well positioned for future expansion, it was critical for Cathy Pacific to