Explain What Informed Consent Is In Respect To Human...

1. Explain what autonomy is in respect to human dignity. Autonomy in respect to human dignity is the right to self-determination and it was used to be in medicine to document all the decisions for the patients but that is not the case anymore. The patients now have the right to make choices based on their own beliefs, their own values, and their own needs. As a respiratory therapist, we have to be careful that we should not try to substitute our religious or cultural beliefs for someone who don’t believe in something; we have to remember the patients are in control. For instance, do not resuscitate orders in some culture would be considered unacceptable; therefore, we have to do everything to prevent death.†¦show more content†¦Some people say that healthcare is a business and we are responsible for paying for our own care and say that health care pricing should be subject to free market forces as well. This mystery lies on personal responsibilities, for example, people with bad habits such as smoking or overeating or speed ing and riding their motorcycle without a helmet, they should be charged more for health care because it is suspected that they are going to cost more in the long run. https://www.aarc.org/webcasts/ethical-decision-making-in-respiratory-care-2/ 4. What is the ethical dilemma in Case 1? What did you select when voting and why did you select that choice? The ethical dilemma in case 1 is autonomy and non-maleficence. The physician writes an order for respiratory therapy to turn off the ventilator and extubate the patient and what would you do in that case. I think I would carry out the order because it was both the patient’s and family’s own decision. There was no evidence of cognitive impairment, the patient was awake and alert as they took him out of the sedation and said thatShow MoreRelatedMain Attributes Of Patient Centred Care1545 Words   |  7 Pagesmodel (Shaller 2007). Shaller (2007) found that many descriptions of patient-centered care have overlapping elements. Most patient-centred care models agree on few elements; (1) patients need to be informed and educated about their illness and about their care plan options, (2) it is important to respect patients needs and preferences, and (3) it is important to include family and friends in patients care plan choices, decisions and support (Shaller 2007). Patient centred care elements that reiteratesRead MoreEthical, Legal And Professional Frameworks1712 Words   |  7 Pagesmentor, a registered nurse. The student nurse introduced herself by name and explained that he would require regular observations post-operatively. 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Diversification and Corporate Strategy McLaren Group Free Essays

Executive Summary This report is focused upon the corporate strategies adopted by McLaren Group over the years of its establishment. The McLaren Group was founded in 1963 and entered Formula One racing in 1966 achieving its first victory at the Belgium Grand prix in 1968. Today, after 181 Grand Prix victories, the group owns one of the world’s leading Formula One teams and has also expanded to include six separate companies in a variety of markets. We will write a custom essay sample on Diversification and Corporate Strategy: McLaren Group or any similar topic only for you Order Now This initial evaluation of the group’s growth strategy in mass car market indicates that McLaren has successfully established its unique niche market within the mass car market. Its partnering with renowned component suppliers has also ensured its successful mass car market entry. As part of its growth strategy, McLaren Groups has undergone both horizontal and vertical diversification over the years to exploit its corporate expertise and resources up to an optimum. In doing so, the group’s diversification strategy very much falls in line with the historical perspective of corporate diversification as discussed by Goold and Luchs (1993). This report will initially analyze how McLaren Group mitigated the challenges it faced in its bid for its mass car market entry using Michael Porter’s five forces framework. Following that, the report will analyze the level of diversification achieved by the group over the years. Finally, the report will discuss whether or not McLaren’s diversification strategies coincide with the historical perspective of diversification as presented by Goold and Luchs (1993). Mitigating Market Entry Barriers in Mass Car Market Bargaining Power of Suppliers One of the market entry barriers according to Michael Porter (2008) pertains to the supplier bargaining power. In the automobile business, the supplier bargaining power is very high in that there are very few specialized components providers that could confirm with the requirements of a brand. McLaren mitigated this barrier by entering into partnerships with various suppliers such as Ford, BMW and Mercedes. Bargaining Power of Consumers McLaren has uniquely positioned itself as an exclusive brand over the years. It is one of the well known brands of the world yet it remains very exclusive. By adhering strictly to a ‘pull strategy’ for marketing its road cars, the company has mitigated the buyers bargaining power in that its cars highly sought after. Threat of New Entrants McLaren had established its high brand equity through years of successful formula one racing and other competitive racing before entering into the high-end consumer car market. McLaren is only second to Ferrari in being one of the oldest active formula one racing team. This sort of brand image, experience and technical expertise possessed by the company mitigated the market entry barriers for McLaren. Since these capabilities are not easily duplicable especially in a high end consumer market, McLaren faces relatively low threat from other new entrants. Threat of Substitutes and Competitive Rivalry McLaren usually produces a small number of units of its consumer car variants. These cars are highly specialized road cars in that they resemble McLaren’s racing cars in their features. For these cars, McLaren has a specialized niche market which is less threatened by rivals or substitutes. Only recently, the company has decided to mass produce its MP4-12C sports car to reach 4000 units by 2015. Level of Diversification Shown by the McLaren Group Diversification as a Growth Strategy Business firms must undergo continuous growth and change in order to retain their relative position in the market and in order to improve their position, they must grow â€Å"twice as fast as that† (Ansoff, 1957, p.113). According to Ansoff, there are four growth strategies namely: market penetration, market development, product development and diversification. McLaren has extensively implemented diversification strategy for the group’s growth. It has diversified its product and service offering over the years to sustain and improve its position in the automobile industry. Starting from a Woking based McLaren Formula One Team in 1966, McLaren Group now comprises of 6 distinct companies, whom the International Herald Tribune referred to as ‘a small conglomerate’ (Brad, 2000). McLaren’s group of companies include: McLaren Racing; McLaren; McLaren Automotive; McLaren Electronics Systems (MES); McLaren Applied Technologies (MAT); McLaren Marketing and Ab solute Taste. Diversification strategy requires a firm to acquire new skills, new techniques, and subsequently new amenities. Resultantly, it often leads to a physical and organizational restructuring of a business which represents a divergence from its past business experiences (Ansoff, 1957). McLaren has similarly undergone such changes in achieving its existing level of diversification. Although the ‘McLaren’ brand is still centered on its Vodafone McLaren Mercedes Formula One Racing Team, McLaren Group has ventured in various business such as road car automobile business; electronic system business for formula one teams; applied technologies, marketing, and food and hospitality business. In its effort to house all these distinct businesses, McLaren Group has built its state of the art McLaren Technology Center (MTC). MTC is the group’s corporate and production headquarters (McLaren, 2013). Operating as a privately run business, McLaren has entered into partnerships and join t business ventures with several other individuals, brands and groups of companies like Vodafone and Mercedez, Bahrain Mumtalakat, TAG Group, to support it and finance its diversification strategy. Horizontal and Vertical Diversification Academic literature regarding diversification strategies suggests that firms undertake two types of diversification namely horizontal and vertical. Horizontal diversification (also referred to as related diversification) involves accumulation of related or similar products/services to the current product/service profile of a company (Charles and Bamford, 2010). It can be done by acquiring competitors or through developing new products/services internally. Companies usually aim to achieve economies of scale through horizontal diversification. Businesses can also expand their offerings and/or enter new markets. Vertical diversification (also referred to as conglomerate or un-related diversification) is when a company expands its operation into products or markets beyond its existing resources and capabilities (Cole, 2003; Charles and Bamford, 2010). This strategy is usually adopted when a firms existing business has either matured or reached its peak and started to decline. Moreover, firms undertake vertical diversification also in order to mitigate cyclical fluctuations in its sales and cash flows. McLaren has undergone both types of diversification over the years of its establishments. The company has ventured into related automobile business (horizontal diversification), in which the company developed a consumer car automotive business called McLaren Automotive. Since its early years, McLaren cars have been widely used by customer teams besides its own works team (Nye, 1988; William, 2009). McLaren’s Chairman Ron Dennis envisioned the company’s long-term future and insisted upon developing a high tech automotive production plant wherein high end consumer cars would be built. McLaren Automotive has since established itself as a worldwide brand and produced two iconic cars called McLaren F1 supercar and the Mercedes-Benz SLR McLaren in collaboration with Mercedes (William, 2009). McLaren Automotive also aims to coagulate its brand through its new MP4-12C car. In addition to its consumer car business, McLaren Group has also created a company called McLaren Electron ic Systems, which produces high-end electronics control unit (ECU) for formula one racing teams, as part of its horizontal diversification strategy. McLaren Electronic Systems creates some of the most advanced race telemetry and sensor equipments that provide innovative solutions to racing teams (McLaren, 2013). These horizontal diversifications are in line with Ron Dennis’s vision in which he observes that in the â€Å"21st Century to survive in F1 you need to have more than just a team† (Phillips, 2012). These diversifications provide the company with economies of scale in its core business and enable it to expand its avenue by capturing the high-end road car market. As part of its vertical diversification, McLaren has ventured into applied technologies. This business is involved in developing groundbreaking technological solutions in the field of sport, medicine, biomechanics and entertainment. McLaren has employed its overall technical know-how and channeled it extensively into a range of improved technological systems and solutions through its Applied Technologies business. The company’s solutions are aimed at improving performance, cutting costs or increasing efficiency, as well as introducing new approaches in a number of specialist fields (McLaren, 2013). Moreover, McLaren has established a marketing and advertising business which foresees its marketing activities in maintaining its global brand image whilst retaining its exclusivity. Moreover, McLaren has also established a food and hospitality business which attends to not only its customers at the formula one racing tracks but also other high-end customers around the world. This d iversification strategy can be attributed to the maturity of McLaren’s primary racing business in which the company has been operating for almost 5 decades. McLaren is the second oldest active team after Ferrari, having won 182 races, 12 drivers’ championships and 8 constructors’ championships (McLaren, 2013). With so much experience, technological and managerial expertise at its disposal, it is viable that the company utilized them in other areas of business which are indirectly related to McLaren’s core business. McLaren’s Diversification as a Reflection of the Historical Perspective on Corporate Diversification During 1950s and 1960s Most of the large corporation justified and adopted diversification corporate strategies during 1950s and 1960s mainly due to the competency of their managers in general management skills. During this period, there was much attention being given to basic principles of management which were useful for all managers and applicable in all kinds of enterprises. There was emphasis upon common problems and issues across different types of enterprises and how professional managers could manage any business with their general skills. For almost two decades, the faith in general management skills provided a justification for growth and diversification (Goold and Luchs, 1993). During the late 1960s, McLaren was relatively a small and new business and its top management was focused merely on winning races rather than deciding for a corporate diversification and growth strategy. The company had neither the resources nor general managerial expertise to embark upon any sort of diversification. Late1960s and 1970s During this period, there was a realization among management practitioners and academicians that different types of businesses had to be managed differently. The validity of general management skills as a rationale for diversification began to lose popularity. Many companies realized that by applying the same management practices in different businesses, they were minimizing the overall value acquired from those businesses. Many conglomerates were facing problems during this period in that they were making profitless growth. Resultantly, there was an increasing force upon managers to focus their attention on formulating ‘strategies’ for their companies. Numerous strategic management frameworks were developed by consultancy organizations and business corporations for business unit strategy. Portfolio management practices were adopted for defining an overall corporate strategy (Goold and Luchs, 1993). During this time, McLaren had established itself as a successful formula one team and was determined to continue its success as its core business strategy. It was still not focused on diversifying its product and services portfolio. 1980s and 1990s Following the focus upon corporate and business strategy, management practitioners were now under pressure to increase stakeholders’ value through their businesses. This led to the emphasis upon value-based planning. Realizing that un-related diversification often decreased the overall stakeholders’ value; organizations began to retreat back to their core businesses. Numerous management academicians such as Henry Mintzberg emphasized upon the need of having in-depth technological expertise, knowledge and experience in a particular business for ensuring the highest shareholders value rather than â€Å"thin and lifeless strategies that result from treating businesses as mere positions on a portfolio matrix† (Mintzberg, in Goold and Luchs, 1993). Confirming with this logic, McLaren, which had by now acquired in-depth expertise, knowledge and experience in formula one racing, and race and sports cars, was now embarking upon its high performance road car venture. Its road cars were very much similar to its formula one car and therefore McLaren was rightly justified in its diversification move. Post 1990s Following this period, there was a widespread focus upon how organizations could best exploit their corporate expertise. This led to the emergence of themes such as core competencies and dominant logic view. Both these themes are somewhat similar in that they underscore the importance of growth and diversification of companies in only those fields which require relatively same core expertise as those of their primary businesses and which fit within the managerial dominant logic of their corporate cultures (Goold and Luchs, 1993). Coinciding with this dominant business view, McLaren diversified its offerings in related and un-related areas within which it already had adequate competencies and which could be easily fitted within its existing management structure. McLaren had great know-how of the technical and information requirements of a formula one team which was utilized to create its innovative electrical control units business. The company’s vast mechanical and electrical engineering expertise were further exploited to create its applied technology business. As a global brand, McLaren was already engaged in marketing activities and likewise in catering its global clientele and fans attending formula one race. Both these capabilities were further explored to establish McLaren’s marketing and hospitality businesses. References Ansoff, I. (1957) Strategies for Diversification. Harvard Business Review. Vol. 35 Issue 5. Brad, S. (2000). TAG McLaren Group Revs Up Off Track. International Herald Tribune: 2000-06-24. p. 9. Charles E. Bamford, G. (2010). Strategic Management. Cengage Learning. Cole, G.A. (2003). Strategic Management. Cengage Learning. Goold, M. and Luchs, K. (1993) Why Diversify: Four Decades of Management Thinking. Academic of Management Executive. Vol. 7 No. 3 McLaren (2013) Vodafone McLaren Mercedes. Available from http://www.mclaren.com/formula1/page/mclaren-group (cited on 5th, March, 2013) Michael E. Porter. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, January 2008, p.86-104. Mintzberg, H in Goold, M. and Luchs, K. (1993) Why Diversify: Four Decades of Management Thinking. Academic of Management Executive. Vol. 7 No. 3 Nye, D. (1988) McLaren: The Grand Prix, Can-Am and Indy Cars. Guild Publishing. Phillips, A. (2012). Business Leaders: The master behind McLaren the super brand. Business Review Europe. Available from http://www.businessrevieweurope.eu/business_leaders/the-master-behind-mclaren-the-super-brand (cited on 5th, March, 2013) William, T. (2009). McLaren – The Cars 1964–2008. Coterie Press. How to cite Diversification and Corporate Strategy: McLaren Group, Essay examples

Logistics management Of Qube Samples †MyAssignmenthelp.com

Question: Discuss about the Logistics management Of Qube. Answer: Introduction The report is prepared to discuss the management of logistics by considering an intermodal organization located in Australia and thus the Qube has been chosen as the case study in this report. The background of the company will be illustrated at first and then various case studies will be included related to the logistics management at Australia, The major issues faced while managing the logistics network in New South Wales and the methods to resolve those issues has been the main focus of the report. The report also illustrates how the NSW Government has been involved with the management of logistics for ensuring that all the functions of the organization are managed properly and proper outcomes are derived within a very less time efficiently (Dekker et al. 2013). Background of the company Qube Holdings is one of the most reputed and established organizations, which has been specialized in the management of logistics and management of infrastructure with several operational divisions providing the best logistics services for the clients in both import and export cargo supply chains. Qube is one of the largest providers of import and export logistics services that not only provides the best logistics services but also provides diversified operations in New South Wales. There are huge quantities of iron ore that have been loaded for the export markets and the logistics operations include motor vehicles, heavy machineries and equipments along with project cargoes management and handling properly (Myerson 2012). The division of Logistics within Qube has managed to locate the different facilities in the major capital city ports and allowed for transportation by road and rail container along with good quality customs and quarantine services, intermodal terminals and internat ional freight forwarding. There is also Qube Ports and Bulk that provides wharf side logistics support and manages the port management operations in New South Wales, Australia with ease and effectiveness. It is one of the major shipping and intermodal companies that offers not only the logistics services but also maintains expertise through extension of port and facility development and management of vessels, warehouses, handling of cargoes and both import and export supply chain management (Lai and Wong 2012).Qube Logistics is one of the major third party container logistics providers in Australia and this has made it one of the best organization and owner of Moorebank Logistics Park in. At present, Qube Logistics is one of the fastest growing companies that has developed its infrastructure and developed various strategic logistics solutions at port as well as inland locations such as in New South Wales in Australia. All these places are applicable to gain access to the rail networ k for managing transportation and furthermore provide the service users with good quality supply chain solutions (Fawcett, Ellram and Ogden 2013). Case studies related to intermodal company The intermodal features include freight transportation by taking it within a container or vehicle done through various modes of transportation including air, sea or land. The transportation can be possible with the use of rail, ship and truck without creating any manipulations to the freight while transferring it. Highly skilled and experienced workers who have proper knowledge about the labor manage the Qube Holdings, workforce and can handle the equipments and machineries through lifting gears and handling safe vessels for maintaining the highest standards of the cargo care. The company has managed to attract the new customers as well as existing customers by creating better scopes and opportunities in business through management of investments in infrastructure and creating good partnership with the suppliers and other stakeholders in business (Viani et al. 2012). With the involvement of a good management team and proper ownership, Qube in Australia has managed to create partnersh ip with other logistics operations company and even managed the bulk and general cargo projects with much convenience. Features of intermodal company The main features of the intermodal company are that the costs are reduced largely and a lot of money has been saved for the long haul domestic intermodal services when compared to the trucking service through road. Qube Logistics has saved more than 30 percent, which is even higher than the surcharge of fuel that is used for managing the rates of freights. The environment friendly practices have been embraced and this has resulted in lesser emission of carbon and other harmful gases. For example, a normal truck produces more than 4.4 metric tons of carbon while transferring a 44,000 pounds freight. If the freight is transferred by intermodal rail, then it is seen to have emitted nearly half of carbon, which has helped in maintaining an ecological balance in nature (Schnsleben 2016). The costs of fuel are also reduced when transferred through rail and it can also reach the destination within a significant lesser time. The transportation of freight via rail is much safer than the road trucks and there have been records that showed efficiency of transferring freight by rail with safety. The hazardous materials are transported more safety by train rather than by over-the-road truck services (Grant 2012). Intermodal Group Pty. Ltd. is another intermodal organization that delivers the best industry practices of managing rail transportation and containers used for storage in the Western region of Australia and in New South Wales too. The intermodal Link Services has been linked along with the Intermodal Container Services for enhancing the capacity, experience and contribution to the customers through delivery of effective logistics services and makes the organization more commercially viable. This is managed by ensuring that environment friendly approaches are considered while managing the transportation and storage of various things in containers. The Chain of responsibility legislation has been followed to follow the most suitable steps by the intermodal company (Zhang et al. 2013). Therefore, these are the main features of the intermodal companies located in Australia. Main problems at with the current logistics network in NSW There are several problems with the logistics network that have been faced in New South Wales, Australia. There could be geographical, demographical, environmental, legislation and technological challenges that might hinder the management of successful logistics operations by Qube in Australia. The geographical challenges or problems include both urban and regional issues for the intermodal companies in Australia. The urban problems and challenges included traffic congestion, which reduced the efficiency of timely delivery of freight by the intermodal companies and even resulted in delay of freight transfer due to congested road and high amounts of traffic. The areas of New South Wales experience high traffic congestion and due to this many freights are not transferred at the right time by the truck services (Allen, Browne and Cherrett 2012). Though a number of motorways are constructed, these remain highly congested. There are regional challenges such as issues related to distance, animals and conditions of roads. Most of the transportation networks include toll roads that are needed to paid while passing with the sue of an electronic tag. The E-tag registers the vehicle automatically and the toll cost is deducted. While transferring larger amounts of freights, heavy vehicle might need to use the return route and in such cases, tolls would be paid multiple times, thereby creating major issues as well. One of the major problems with the logistics network in NSW is the distance between places, which not only creates issues like longer time of delivery but also fatigue and tiredness of drivers who drive the trucks for such long distance. Another major issue is the presence of kangaroos in large numbers in the suburban areas of New South Wales (Johnson 2012). There were many of accidents caused by kangaroos and this had even resulted in serious and fatal injuries to the drivers. The demographical challenges could be related to the ageing population and lack of ability to meet the needs and require ments of the population in New South Wales. There are environmental challenges related to the logistics network and operations management such as changes in climatic conditions can create difficulties for transportation of freight from one place to another place within the desired time. In the winter season, there could be closed roads in many areas due to the snowfalls and this might even lead to other dangers while transferring the freight from one place to another. The intermodal company uses heavy vehicles like trucks, semi trailers and axle trucks that avoid these areas, because these are accident prone areas near the New South Wales (Zhang and Zhao 2012). Other sources of challenges could be the occurrence of natural disasters such as bushfires, floods and cyclones. The legislative challenges include the challenges at operational and strategic levels. The disagreements by Government could prevent proper funding and this might result in not building proper roads on time. Thus, it could be harmful for the logistics operations in case the roads and rail routes are not built properly (Forslund 2012). There are technical challenges like use of modern technologies by Qube and Moorebank Logistics Park can incur huge amounts of additional costs. Lack of integrated systems like ERP could be difficult for the company and this would even disturb the exchange and flow of data and information with ease and effectiveness. The density of population is low in Australia though its size is quite big, which makes it difficult for the intermodal company to implement new machineries and equipments for managing logistics operations successfully (Christopher 2016). Methods of resolving the issues of logistics network in NSW The approaches followed to overcome the issue of congestion in road could be the development of motorways. This would not only avoid the smaller arterial roads with traffic lights and could enable the trucks transport the freights within quick time. The intermodal company also uses the transfer of freight by railways, which is useful for preventing road traffic as well as reach the destination within a lesser time when compared to transportation by road. Transfer of freight by rail would also reduce the paying of toll tax on roads and this could create a lot of savings as well. To prevent issues related to distance, the long distance transportation should be planned at first for identifying the amount of money that might be incurred and furthermore assume the additional expenses while transferring of freight within New South Wales (Armstrong et al. 2015). The kangaroos are harmed and have often been the causes of serious accidents on roads. To reduce such issues, bull bars are recomm ended for usage in vehicles to prevent damages largely. The logistics management intermodal company must adapt to the growth in demands and preferences of customers to overcome the demographic challenges with utmost ease and effectiveness. Changes in Climatic conditions is unpreventable, still it is important to reduce the waste production and follow environment friendly approaches to reduce the impact of pollution on the environment. Use of renewable energy sources is essential for implementing the logistics operations in an effective way (Dima, ?enescu and Bosun 2014). During the winter, snowfall can interrupt the rail traffic and result in delay of services. In such cases, freight can be transferred by managing air transport. The large airports are located near the coast where snowfall is very rare. The Government funding and agreements can help in overcoming the legislative issues and furthermore ensure that the organization aligns with the transport regulations. The work safety is maintained by allowing the warehouse workers, drivers and management employees to wear vests, safety glasses and steel capped boots. Moorebank Logistics Park has developed an IMEX terminal to manage transportation of 1.05 million TEU of freight and some additional 0.5 million TEU of interstate freight as well. The company has designed a highly configured warehouse to manage the auxiliary services properly too (Kannan et al. 2012). A rail connection is established as well to the Southern Sydney Freight Line for allowing the freight to be delivered to the park along with accessibility. There are also roads near the place that can deliver better supply chain solution and save both time and costs easily. Involvement of NSW Government The NSW Government has created a huge impact by facilitating the delivery of intermodal project of Moorebank Intermodal and has created an integrated freight terminal along with a port shuttle to port botany. NSW Government has contributed largely to this project by reviewing the findings of the business and then managed investments for the development of freight terminal facilities that are linked with the Port Botany by rail, which can not only reduce issues like congestion on road but will also ensure timely delivery of freight. With the involvement of Government, more than $10 billion is generated, which has led to the growth in economy, reduced traffic, accidents and higher productivity too (Das and Chowdhury 2012). As the project is completed now, Government of NSW wants to optimize the private sector investments, integrate the expertise level for delivering an advanced IMT, and manage the logistics operations properly. Sustainability Qube's Moorebankintermodal hublogistics is committed to social responsibilities and maintaining sustainability. The company has supported communities and charities including Wilderness Society, Royal Children Hospital, Beyond Blue, etc. and even provided support and monetary help to the disabled and unprivileged children within the society. To maintain a sustainable environment, the intermodal company has worked across external operations and provided a safe working environment for employees by following the Logistics policy. Safety vests, glasses and boots are used to eliminate any occurrence of accidents and Qube has maintained a strong and impressive safety record as well (Hatefi and Jolai 2014). It showed that all the workers of the organization are skilled, knowledgeable and are informed about the approaches regarding maintenance of safety within the workplace. Conclusion The focus of the report was to evaluate the various issues faced during the logistics network management at NSW and how those could be overcome. The issues were mainly related to the congested road, changes in climatic conditions and fatigue of drivers that they experience while travelling to longer distances. A new 243 hectare site in Moorebank was created, which had been one of the largest intermodal freight hub in NSW. The IMEX terminal would handle more than 1 million containers every year and all these logistics operations should be managed by Qube through maintenance of rail terminals. The site would fill up most of the place to accommodate two railway terminals and more than 850,000 square meters of warehousing that would be quite effective for handling freight, thereby ensuring proper transportation and asset management rights too. References Allen, J., Browne, M. and Cherrett, T., 2012. Investigating relationships between road freight transport, facility location, logistics management and urban form.Journal of Transport Geography,24, pp.45-57. Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015.Marketing: an introduction. Pearson Education. Christopher, M., 2016.Logistics supply chain management. Pearson UK. Das, K. and Chowdhury, A.H., 2012. Designing a reverse logistics network for optimal collection, recovery and quality-based product-mix planning.International Journal of Production Economics,135(1), pp.209-221. Dekker, R., Fleischmann, M., Inderfurth, K. and van Wassenhove, L.N. eds., 2013.Reverse logistics: quantitative models for closed-loop supply chains. Springer Science Business Media. Dima, I.C., ?enescu, A. and Bosun, P., 2014. Informational stocks and e-logistics management of a tourism company.International Letters of Social and Humanistic Sciences,16(1), pp.75-85. Fawcett, S.E., Ellram, L.M. and Ogden, J.A., 2013.Supply Chain Management: Pearson New International Edition: From Vision to Implementation. Pearson Higher Ed. Forslund, H., 2012. Performance management in supply chains: Logistics service providers' perspective.International Journal of Physical Distribution Logistics Management,42(3), pp.296-311. Grant, D.B., 2012.Logistics management. Pearson Higher Ed. Hatefi, S.M. and Jolai, F., 2014. Robust and reliable forwardreverse logistics network design under demand uncertainty and facility disruptions.Applied Mathematical Modelling,38(9), pp.2630-2647. 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