Cesar Chavez Bio Civil Rights Activist, Folk Hero

Cesar Chavez (1927 to 1993) was an iconic Mexican American labor organizer, civil rights activist, and folk hero who dedicated his life to improving the pay and working conditions of farm workers. Originally a struggling Southern California field worker himself, Chavez, along with Dolores Huerta, co-founded the United Farm Workers union (UFW) in 1962. With the unexpected success of the UFW, Chavez gained the support of the larger American labor movement, helping unions far beyond California recruit much-needed Hispanic members. His aggressive, yet strictly non-violent approach to social activism helped the cause of the farm workers’ movement gain support from the public nationwide. Fast Facts: Cesar Chavez Full Name: Cesar Estrada ChavezKnown for: Labor union organizer and leader, Civil rights activist, Champion of non-violent social activismBorn: on March 31, 1927, near Yuma, ArizonaDied: April 23, 1993, in San Luis, ArizonaParents: Librado Chavez and Juana EstradaEducation: Left school in seventh gradeKey Accomplishments: Co-founded the United Farm Workers’ Union (1962), Instrumental in passage of the California Agricultural Labor Relations Act (1975), Instrumental in the inclusion of amnesty provisions in the Immigration Reform and Control Act of 1986Major Awards and Honors: Jefferson Award for Greatest Public Service Benefiting the Disadvantaged (1973), Presidential Medal of Freedom (1994), California Hall of Fame (2006)Spouse: Helen Fabela (married 1948)Children: Eight; three sons and five daughtersNotable Quotation: â€Å"There’s no turning back †¦ We will win. We are winning because ours is a revolution of mind and heart.† Long embraced as a folk hero by the Latino community, Chavez remains an iconic figure among labor organizers, civil rights leaders, and Hispanic empowerment groups. Many schools, parks, and streets are named for him, and his birthday, March 31, is a federal holiday observed in California, Texas, and other states.  In the 2008 presidential campaign, Barack Obama used Chavez’s famous rallying cry of â€Å"Sà ­, se puede!†Ã¢â‚¬â€Spanish for, â€Å"Yes, we can!†Ã¢â‚¬â€as his slogan. In 1994, a year after his death, Chavez was awarded the Presidential Medal of Freedom by President Bill Clinton. Early Life Cesar Estrada Chavez was born near Yuma, Arizona, on March 31, 1927. The son of Librado Chavez and Juana Estrada, he had two brothers, Richard and Librado, and two sisters, Rita and Vicki. After losing their grocery store, ranch, and small adobe house during the Great Depression, the family moved to California in 1938, looking for work as migrant farm workers. In June 1939, the family moved to a small Mexican American settlement near San Jose, prophetically called Sal Si Puedes—Spanish for â€Å"Get Out If You Can.† While chasing the harvest around California, Chavez and his family rarely lived in one place for more than a few months. Picking peas and lettuce in the winter, cherries, and beans in the spring, corn, and grapes in the summer, and cotton in the fall, the family dealt with the hardships, low pay, social discrimination, and poor working conditions commonly faced by migrant farm workers at the time. Not wanting his mother to have to work in the fields, Chavez dropped out of school to become a full-time farm worker in 1942, never completing the seventh grade. Despite his lack of formal education, Chavez read extensively on philosophy, history, economics, and organized labor, once commenting, â€Å"The end of all education should surely be service to others.† From 1946 to 1948, Chavez served in the United States Navy. Though he had hoped to learn skills in the Navy that would help him advance in civilian life, he called his Navy tour, â€Å"the two worst years of my life.† Activism, the United Farm Workers Union After completing his military duty, Chavez worked the fields until 1952, when he went to work as an organizer for the Community Service Organization (CSO), a San Jose-based Latino civil rights group. With getting Mexican Americans registered to vote as his first task, he traveled throughout California delivering speeches demanding fair pay and better working conditions for farm workers. By 1958, he had become national director of the CSO. It was during his time with the CSO that Chavez studied St. Francis and Gandhi, deciding to adopt their methods of nonviolent activism. Chavez left the CSO in 1962 to partner with labor leader Dolores Huerta to found the National Farm Workers Association (NFWA), later renamed the United Farm Workers (UFW). During its early years, the new union managed to recruit only a few members. That began to change in September 1965, when Chavez and the UFW added their support to the Filipino American farm workers’ Delano, California grape strike demanding higher wages for grape field workers. In December 1965, Chavez, along with United Automobile Workers union president Walter Reuther, led California grape workers on a historic 340-mile protest march from Delano to Sacramento. In March 1966, the U.S. Senate Subcommittee on Migratory Labor responded by holding hearings in Sacramento, during which Sen. Robert F. Kennedy expressed his support for the striking farm workers. During the grape strike and the Delano to Sacramento protest march, the UFW grew to over 50,000 dues-paying members. Chavez’s efforts in the grape march spurred similar strikes and marches by farm workers from Texas to Wisconsin and Ohio during 1966 and 1967. During the early 1970s, the UFW organized the largest farm worker strike in U.S. history—the 1970 Salad Bowl strike. During the series of strikes and boycotts, lettuce growers reportedly lost nearly $500,000 a day as the shipment of fresh lettuce nationwide virtually ceased. Chavez, as the UFW organizer, was arrested and jailed for refusing to obey a California state court order to stop the strike and boycott. During his 13 days in a Salinas city jail, Chavez was visited by farm worker movement supporters including Olympic gold medal-winning decathlete Rafer Johnson, Coretta Scott King, widow of Dr. Martin Luther King, Jr., and Ethel Kennedy, widow of Robert Kennedy. Along with strikes and boycotts, Chavez undertook a number of hunger strikes he called â€Å"spiritual fasts† intended to draw public attention to the farm workers’ cause. During his last such strike in 1988, Chavez fasted for 35 days, losing 30 pounds, and suffering health problems believed to have contributed to his death in 1993. Chavez on Mexican Immigration Chavez and the UFW opposed the Bracero Program, a U.S. government-sponsored program that recruited millions of Mexican citizens to enter the U.S. as temporary farms workers from 1942 to 1964. While the program provided needed labor during World War II, Chavez and Dolores Huerta felt that with the War long-past, the program exploited the migrant Mexican workers while denying Mexican American workers a chance to find jobs. Chavez spoke out against the fact that many Bracero workers faced unfairly low pay, racial discrimination, and brutal working conditions, they could not protest their treatment out of fear of being easily replaced. The efforts of Chavez, Huerta, and their UFW contributed to Congress’ decision to end the Bracero Program in 1964. During the late 1960s and early 1970s, Chavez organized marches throughout California protesting growers’ use of undocumented immigrant workers as strikebreakers. The UFW directed its members to report undocumented immigrants to U.S. authorities, and in 1973, set up a â€Å"wet line† along the Mexican border to prevent Mexican citizens from entering the United States illegally.   However, the UFW would later become one of the first labor unions to oppose government imposed sanctions against growers who hired undocumented immigrants. During the 1980s, Chavez played a key role in getting Congress to include amnesty provisions for undocumented immigrants in the Immigration Reform and Control Act of 1986. These provisions allowed undocumented immigrants who had entered the U.S. before January 1, 1982, and met other requirements to remain in the United States as legal permanent residents.  Ã‚   Legislative Efforts When California elected pro-labor Jerry Brown as governor in 1974, Chavez saw a chance to achieve the UFW’s goals at the legislative level. When Brown’s support of migrant farm workers seemed to cool after he took office in 1975, Chavez organized a 110-mile march from San Francisco to Modesto. While only a few hundred UFW leaders and protestors left San Francisco on February 22, more than 15,000 people had joined the march by the time it reached Modesto on March 1. The size and media coverage of the Modesto march convinced Brown and several state legislators that the UFW still had significant public support and political clout.  In June 1975, California farm workers, at last, won collective bargaining rights when Governor Brown signed the California Agricultural Labor Relations Act (ALRA). By 1980, Chavez’s peaceful brand of activism had forced growers in California, Texas, and Florida to recognize the UFW as the sole collective bargaining agent for more than 50,000 farm workers. UFW Suffers Downturns Despite the passage of the ALRA, the UFW quickly lost momentum. The union steadily lost the more than 140 labor contracts it held with growers as they learned how to fight the ALRA in court.  In addition, a series of internal problems and personal conflicts over union policy during the early 1980s resulted in many key UFW employees either quitting or being fired. While Chavez’s status as a revered hero to the Latino community and farmworkers everywhere was never challenged, the UFW’s membership continued to fall, dropping to fewer than 20,000 members by 1992. Marriage and Personal Life After he returned from the Navy in 1948, Chavez married Helen Fabela, his sweetheart since high school. The couple settled in Delano, California, where they had eight children. A devout Catholic, Chavez often cited his faith as influencing both his non-violent brand of social activism and his personal outlook. As a believer in animal rights and the health benefits of a meatless diet, he was known to be a meticulous vegan. Death Chavez died at age 66 of natural causes on April 23, 1993, in San Luis, Arizona, while visiting the home of his longtime friend and former farm worker Dofla Maria Hau. He had traveled to Arizona to testify in a court hearing dealing with a 17-year-old lawsuit against the UFW filed by an agribusiness firm that, ironically, owned the land Chavez’s family had once farmed. Chavez is buried in the garden of the Cesar E. Chavez National Monument in Keene, California. His ever-present black nylon UFW union jacket is displayed in the National Museum of American History in Washington, D.C. On April 23, 2015, the 22nd anniversary of his death, he was given full graveside honors from the U.S. Navy. Sources The Story of Cesar Chavez United Farm Workers.Tajada-Flores, Rick. The Fight in the Fields — Cesar Chavez and the Farm Workers Struggle. iTVS Public Broadcasting, (1998).â€Å"Today in labor history: United Farm Workers launch the lettuce boycott.† People’s Word (August 24, 2015).

The Poverty Trap Of Africa - 1689 Words

Christian Deeter Mr. Andrews English 11 AP 22 October 2014 The Poverty Trap Imagine a small village in Africa. What images come to mind? Is it small huts in a desolate village? Or how about exotic animals? The truth is that although some of these descriptions are accurate, they tend to leave out the pain and suffering of people. Every day 21,000 children die throughout different parts of the world (Shah). These deaths are the result of poverty as well as the conditions that come with it. Being in poverty is so much more than just not having money. Hunger, lack of resources, and wars plague developing countries, all of which have to do with poverty. Around 870 million people in the world are severely undernourished ( 2013 World Hunger). With 7.1 billion people living in the world this means that 1 in 8 of them aren’t getting enough food to sustain what their bodies need (2013 World Hunger). Not surprisingly though 852 million of the hungry live in developing countries (2013 World Hunger). What causes the developing countries to be so f ar behind the rest of the world when it comes to lacking the basic resources needed by every human being? Dictionary.com defines a developing country as â€Å"a country having a standard of living well below that possible with financial or technical aid† (Dictionary). Looking at this definition, it’s easy to understand why world hunger isn’t its own problem, but connected to the poverty levels. There’s a saying that goes money makes the worldShow MoreRelatedCauses Of Hunger1015 Words   |  5 Pagessix major causes of hunger in the world. The poverty trap, lack of investment in agriculture, climate as well as weather, war displacement, unstable markets, and food wastage. Due to the increasingly interconnectivity of the global community these issues often cross borders and are increasingly interconnected. 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Bush and Branson Dichotomies of Power Free Essays

Jane Jacob’s book, Systems of Survival, discusses two types of ethical or value systems governing our working lives, with each one the complete foil of the other. These two systems describe the framework by which we operate day to day, procuring our needs and securing our own territories. It is interesting to note that while the two systems in question are polar opposites, there are several instances where organizations use a combination of the two. We will write a custom essay sample on Bush and Branson: Dichotomies of Power or any similar topic only for you Order Now However, it is worth mentioning that while the two are indeed different, both, as products of their own unique environment, are equally necessary and valid to the circumstances in which they arise and within the context of their use. There are times when one system leverages another for its own advantage. The two systems are Guardian Moral Syndrome and the Commercial Moral Syndrome. From their names alone, it is easy to guess their differences from one another. The first model, the Guardian Moral Syndrome, generally refers to people or agencies that are protective or defensive in nature. Examples of guardians are the military and the police, organizations which employ force in order to achieve its goals. The Commercial Model Syndrome is used by commercial or business entities. The commercials use trade in order to advance its interests. The main argument of Jacobs’ book is that our world uses only two methods to acquire resources and those are to trade in an atmosphere of symbiosis, or take another’s resources by force under the pretense of a variety of reasons. As Paquet Gilles explains, â€Å"Guardian moral syndrome underpinning hierarchical system, and commercial moral syndrome underpinning market-type organizations.(1999, p. 35) In this regard, this paper will try to differentiate the two systems more clearly by citing two famous personalities who embody each system or model and try to explain their actions in light of the values that define each system. Guardian Moral Syndrome: George W. Bush It is perhaps unfortunate to be the President of the United States at the time when the September 11 World Trade Canter attack took place. Imagine the burden of responsibility, made more difficult to bear with the whole world watching your every move. George W. Bush, the current President of the United States made the decision to retaliate and take an offensive stance against terrorism, saying that it was a necessary move to protect his country. Soon after the 9-11 attacks, the United States, backed by its international allies waged a war on Afghanistan to free the country from the iron grip of the Taliban rule. By doing so, Bush redefined the concept of terrorism from nameless, stateless entities, to one that is closely associated with the country that is giving them safe passage (Moens, 2004, p. 164). A country that harbors a terrorist shares in the sin and will suffer the consequences of doing so. Up to now, even the face of growing dissent, Bush has continued its war against terrorism. After Afghanistan, Bush went on to attack Iraq and weed out Saddam Hussein. While he was successful at bringing Hussein down, the long drawn out war in Iraq is hugely unpopular in the United States. Bush is receiving increasingly heated criticism from his own country. From receiving the highest approval rating immediately following the 9-11 attacks, his ratings plummeted to a level lowest in recent history. According to Sammon, Bush defends his position by saying that terrorism is not a criminal offense, but an act of war. (2006, p. 25). It is very plain to see how Bush is exhibiting the Moral Guardian Syndrome. He does not hesitate to use force to advance his own cause. Perhaps encouraged by the success of the Afghanistan campaign, he truly believes that he can rid the world of terrorists. Values such as exert prowess, take vengeance, deceive for the sake of task, be fatalistic, can be seen in Bush’s leadership style. Primarily, it is the unflinching willingness to use physical force that defines Bush’s presidency. In order to protect his territory and resources, he embraces force and stands his ground. The use of military might to exact vengeance and uphold a way of life holds true with the Guardian Moral Syndrome. In fact, the need for righteous revenge was what galvanized the United States soon after the World Trade Center was attacked, killing thousands of people. Bush capitalized on his country’s united call for justice in order to indefinitely maintain his war against terrorists and extremists. He protects his turf by actively seeking out and eliminating those who threaten his territory and he does so with firm belief in his cause. Bush personifies the guardian moral syndrome because the use of righteous force governs his thoughts and actions. He remains faithful to the cause and is more than willing to pay the price for his advocacy and beliefs. Commercial Model Syndrome: Sir Richard Branson Sir Richard Charles Nicholas Branson is the owner of the Virgin group of companies. He was born in Surrey, England and is currently the fifth richest man in the United Kingdom. Branson is a high school dropout because his dyslexia was getting in the way of his learning. His teachers, who did not know any better at that time thought he was a slow learner. Whatever shortcomings Richard had in his academic life, he made up with his entrepreneurial spirit, Richard has always been enterprising, venturing into businesses at a young age. He was 21 years when he opened his first record store in 1971. In the 1980’s, Branson’s Virgin record label grew rapidly, spurred primarily by his flamboyant and competitive style. What started out as a small record store is now a globally-recognized brand. A big part of Branson’s early success was the choice of name for his business, but foremost was his passion and faith for what he is doing. He was focused and had his eye on the goal from day one. He leveraged his small successes in order to take on grander undertakings. Fridson describes Branson’s success. â€Å"The unconventionality reflected in Branson’s managerial style is a personality trait that made him a highly successful innovator throughout his career. † (1999, p. 226) Branson breaks the mold of the traditional successful businessman (Nelson and Quick, p. 111). Nevertheless, he is still remains to be a classic example of the commercial moral syndrome and is a good case in point. Among all the values embodied by the commercial moral syndrome, Branson is the epitome of optimism. He had explicit faith in his own success, and the positive expectations he had for himself became a self-fulfilling prophecy, as evidenced by his Virgin conglomerate. Aside from his optimism, Branson is also industrious and efficient, and does not balk at the competition. However, it should be noted that among all of Branson’s traits as a businessman. He best embodies the qualities of the commercial moral syndrome with his willingness to innovate. Among the precepts of the commercial moral syndrome says that one should be open to inventiveness and novelty. There should be a willingness to try something new and keep redefining the current state of things. Branson, for all his successes, could have just chosen to rest on his laurels and enjoy the fruits of his hard work. But the need to raise the bar keeps him on the top of his game. This perhaps is the hallmark of every great businessman. The willingness to create something new, and accept the risks that go with it are what sets the Branson from the rest of the crowd and is perhaps the main reason for his success. Branson acquires resources and riches by engaging in business under a free market economy, and he expands on his territory by using what he has earned as funds in order to acquire more. He enters into agreements and partnerships to diversify and knows how to invest productively and is optimistic even as he takes calculated risks. Branson is a model for the commercial moral system because he represents all the best that this system embodies. He is perhaps one of the best arguments for this model. Branson has proved that with the right attitude, anyone can be successful businessman, even a school drop-out like he is. Indeed the concept of a dichotomy in business and government entities is dictated by the circumstances wherein they are being used. One model or syndrome is not necessarily better over the other because they were made for entirely different reasons. Guardian precepts are designed to strengthen the individual against fear and weakness, but it should be tempered with a strong sense of fairness and justice. The best guardians are that person who, while believing in the necessity of force, exhausts all peaceful means before using it. Force should always be a last resort, and must never be used to advance any selfish interests. Conversely, commercial precepts are designed for the accumulation of wealth under a free market environment. But it success in a commercial model should be tempered with civic responsibility and the willingness to give back to the community and help those who have not been so fortunate in life. The two people mentioned in this paper does embody the qualities of each system. They are operating within their own zones and are successful in their own right. However, I believe that the world is far too complex to be condensed into a black and white model. While there is no doubt that Jacobs has great insights on how we act to survive and keep our turf, most things in life are not as clearly defined. Depending on the situation, we can be guardians or commercials, or a bit of both. And while the two people discussed here typify one model or another, there is no saying how long will they stay that way and how will they act if their life circumstances were any different, or if something changes in their environment. How to cite Bush and Branson: Dichotomies of Power, Papers

Develop An Understanding About The Supply Chain Strategy - Sample

Question: Discuss about the Develop An Understanding About The Supply Chain Strategy. Answer: Introduction The following report is based on procurement evaluation, which includes the strategic issues faced by the organizations in the supply chain. The organizations often make changes in the supply chain activities to avoid the unnecessary obstacles in the operation. However, as the business environment has been dynamic in the recent time, the organizations might face different supply chain issues in the operation. Thereby, to learn and analyze those issues, the report considers the organization Toyota, Australia. Due to the unfavorable market environment in the automotive sector in Australia, Toyota is facing some strategic supply chain issues in the operation. The automotive manufacturing sector remains as an extremely competitive one and, many firms are focusing on their supply chain for the sources of competitive advantages. Thereby, this paper effectively presented the findings of an exploratory research that investigated the contemporary issues associated with the strategic supply ch ain in Australia. The report discusses those issues and applies some particular theories and models. Based on the evaluation of issues and theories, suitable recommendations have been provided that would help the firm to deal with the challenges. Evaluation of the Supply Strategy It has been identified that the large car manufacturing company Toyota in Australia is on the verge of leaving the industry and soon, they are going to close their door. Even though, the organization has made it clear that government subsidy is not the issue but the dynamic market environment, which creates big challenges in the supply chain network. The supplys demand in the car-manufacturing sector of Australia is high, the suppliers know the market trends and likewise, other existing car manufacturing organizations have become accustomed with the market. However, Barney (2012) mentioned that Japanese technology based firm Toyota did not understand the market and the economic relation with trade in Australia. A put forward by Christopher and Holweg (2011), Toyota Australia with the help of partner Sixtree- in the recent time developed a dashboard that surfaces the data regarding the dynamic status of car transition through companys supply chain. Even though, the firm seeks to devel op a wide supply chain network in Australia car manufacturing sector to meet the growing demands of the customers, several attempts made by the firm failed to implement the initiative. According to Roh, Hong and Min (2014), the organization wants to run the operation in Australia, it needs to work with the suppliers, stakeholders involved and the government to determine the possible steps. The major issue, which has been identified is that Australias car manufacturing sector teeters on the overall collapse in the wake of Holdens ultimate decision to stop producing vehicles. Thus, Toyota in Australia refuses to speculate on its future in Australia in the wake of Holdens decision. As the leading supplier decided to call off the operation, Toyota is in the need of making relationship with the suppliers. Holden is the second biggest vehicle manufacturer in the nation, which produce 75000 to 80,000 vehicles. Nevertheless, mentioned that the car manufacturing organization Toyota could be able to sustain its operation with the combination of imported as well as domestic parts (Mullan et al. 2011). Hence, Shaheen and Cohen (2013) mentioned that if a single component manufacturer supplies the firm can also be a useful option for Toyota. Nonetheless, if Toyota relies on such single component supplier, another supplier with the same volume could be difficult to continue and this probably remains as the major concern for Toyotas supply chain network in Australia. In addition to this, it is also observed that Toyota finds the supplier challenge due to the presence of other car manufacturing organizations in the sector. This means the organization faced the deficiency of suppliers and they failed to build a long-term relationship. The existing suppliers already have relationship with other car-manufacturing firms. Conversely, Ghadimi et al. (2012) mentioned that as Toyota has large market share in the Asian nations and thereby, a large proportion of the profits come from the Asian markets. Due to this factor, the firm did not pay the required attention to the competitive Australian market. The firm would have fulfilled the suppliers needs if the demands of products were observed to be high in the Australia market. In addition to this, even though Holden was the one major supplier of Toyota, the firm did not make or come into any long-term relationship with Holden. Moreover, the organization also did not pay required attention to other suppliers. Bennett and Klug (2012) mentioned that the reluctant nature of Toyota in Australian market observed because the firm did not experience high demands in the market. In this context, Dodgson et al. (2011) also mentioned that dynamic market environment and presence of lar ge competitors like Ford, Mitsubishi are the reason of poor market share of Toyota. Therefore, it can be mentioned that poor demands of vehicles created an indirect impact on the supply chain activities of Toyota. Application of theory and concepts The automotive sector in Australia has undergone a transformational evolution over the last two decades. In this context, Timmer et al. (2015) commented that conventional technique for developing an automotive supply chain requires a wholly, integrated as well as the lean materials. Historically, it is observed that supply chain operated under a Push model and hence, in this model the marketing as well as sales covers an appropriate speculation at the market demand and then feed the forecasts into the design to make model production volume. In this context, Farahani et al. (2014) commented that due to the boom of internet, the data has become much more accessible to both consumers and the manufacturers. The following are the supply chain theories and models that can be applied to Toyotas contexts. Lean supply chain The term lean refers to the series of activities or solution to decrease waste, as well as minimize the non-value added operation. In this context, Olugu and Wong (2012) commented that leanness referred to the action of developing a value stream to reduce all waste with the inclusion of time and ensure a level of schedule. However, in this context, Tian, Govindan and Zhu (2014) mentioned that lean is a systematic approach to identify and eliminate waste. It is also observed that lean is a supply chain strategy that manufactures just what and how much is required. The major objective of such supply could be realized by embedding the basic contents of data communication on stocks, delivery plans and fluctuation in the frame of Just in Time. The purpose of such integration is to ensure the commitment to quality and cost, gain least distortion of approaches and usual delivery of small amount of orders. It can be added that lean based philosophy is in general applied when the marketers could predict the demands of market. In addition, such philosophy is applicable when the decisions of buyers usually depend on the lowest price. In the case of Toyota, it is observed that even though the organization faced the crisis of suppliers in the market, it maintained thewaste management through the lean supply chain practices. This means the suppliers who provide services to Toyota, have to follow the principles of Toyotas supply chain practices. Toyota asks its suppliers to reuse the wasted materials in the next part of the entire shield. So that the excessive use of resource can be controlled. Leagile supply chain It has been observed that several studies have demonstrated that lean as well as agility supply chain practices could be integrated in a variety of ways and this happens due to the general characteristics embedded with each theory. These characteristics can be linked to evolve a new manufacturing paradigm with the name of leaglie. Hence, Naim and Gosling (2011) defined legality as the combination of lean and agile paradigm within the whole supply chain practice by positioning and documenting point to perfectly meet the need for responding to a volatile demand. Kraljic Portfolio Purchasing Model Kraljic Portfolio model helps remains useful for the purchasers, as it helps the purchasers to minimize the supply security and decrease the cost by making the most of their purchasing power. Thus, in implementing so, the procurement moves from being a transactional activity to a strategic activity; this is because purchasing should be supply chain management. The application of the model has been discussed in the following. Purchase Classification While applying this model, the organization needs to classify all of the commodities, products, components as well as services that the firm is supposed to purchase in accordance to the supply risk and potential profit impact. Supply risk could remain high when the item is a scarce raw material, at the time when the availability can be affected by instability or natural disaster (Padhi, Wagner and Aggarwal 2012). Thereby, hence, delivery logistic are difficult as well as it could easily be disrupted. Likewise, the profit impact could also remain high when the items increase the significant value to firms output. This occurs as it makes up a high proportion of the output and it has direct impact on the quality. For example, the vehicles used by a high end-clothe manufacturer. Strategic items- This usually include (high profit impact and high supply risk) These items usually carry the most attention from the purchasing managers. Hence, the aspects in the form of options involve the long-term supply chain relationship (Ferreira, Arantes and Kharlamov 2015). The supply chain executives and managers have the opportunity to analyze as well as manage the risks on a regular basis for the purpose of contingencies. Leverage items- Hence, the managers or the organization should use the full purchasing power by substituting the products and by placing high volume orders. Bottleneck items (Limited profit impact and increasing supply risk) In this phase, the firm could use the approach of over-ordering when the items are available and the firm needs to look for the ways to control the vendors. However, in the context of Toyota, this approach could be unreliable because the availability of raw materials is restricted. Thus, the firm finds it difficult to deal with growing demands of vehicles and dynamic market environment. No critical-items- (Limited profit impact and low supply risk)- The approaches for buying such items could include use of standardized product items, optimization and supervision of inventory levels (Padhi, Wagner and Aggarwal 2012). In a competitive market like Australia, it is difficult for Toyota to stock the standardized products when the demand of vehicle is low due to the changing market needs. Moreover, the firm might not run the operation where the profit is limited but the cost of operation is high due to the increased cost of raw materials. Market Analysis Hence, the firm needs to investigate how stable and demanding the suppliers and the purchasing power that the firm has as their customers. In Australian automobile sector, Toyota observes a high supplier power, as suppliers are limited in the market, but the market has many players. For example, the major supplier Holden has several key customers like Ford, Mitsubishi. Thereby, Toyota is left with limited options when it comes to suppliers. Action plan Hence, the firm needs to develop an implementation plan for each of the products as well as materials on a regular basis. This approach is further divided into three different steps discussed below. Exploit- Here, the organization needs to make the most of their buying power to acquire good price as well as long-term contracts from few suppliers; thereby, they could reduce the supply risks engaged in these items (Knight, Tu and Preston 2014). Balance-Hence, the organization needs to maintain the balance status between the exploitation approach as well as the diversification approach. However, Toyota here finds the challenge of diversification; it cannot apply diversification because the organization is largely dependent on its core business. Diversity- In order to minimize the supply risk by acquiring alternative suppliers, the firm should depend on its core suppliers (Drake, Myung Lee and Hussain 2013). Hence, the firm could maximize its buying power by fulfilling by a single supply power. Nonetheless, in Toyotas case, the major supplier Holden stopped producing the items. Toyota is left with the options of relying on the small and medium size suppliers. It is observed that the physical flow of supply chain might include the information and the process associated with the status and the shipping of physical items in the inventory. As put forward by Estampe et al. (2013), in the supply chain practice of physical flow items, the components manufactured by the suppliers and shifted through inbound logistic to accumulate the plant. Carter, Rogers and Choi (2015) specified that at the assembly plant, a vehicle usually goes through the body shop, shift to the paint shop and then finally to the assembly. Eventually, it goes through the inspection phase. After all these procedures, once these vehicles have been produced, the product is transported to the dealership through outbound logistics. Similarly, in the context of Toyota, the physical flow of supply chain consists of the suppliers, inbound logistics, outbound logistics, production as well as the dealers. Suppliers As put forward by Wong, Boon and Wong (2011), the significant precondition to build supply chain practice requires a stiff integration of production schedule of suppliers, which amalgamated to the production schedule of customers. Hence, under this model, the suppliers usually deliver several parts and components that might fit into the vehicles and these elements generally obtained through outbound logistic network, where the organization has many tier-one suppliers. In Australia, Toyota has limited number of suppliers and they are located in remote geographical areas; thus, the time for parts required to arrive from each supplier could vary largely. Moreover, in Toyotas operation, it is observed that regional suppliers could be one or two days away from the assembly plant, while the suppliers located in the overseas area could require several weeks to shift the components to the factory or assembly plant. Olugu and Wong (2012) mentioned that such process could result in suppliers as well as customers acquiring inventories to keep a balance between the variability and the lead-time in the production timeline. Toyota, to ensure the flexibility and deal with the challenge of lead-time, implements the ideas such as supplier parks and modularization to minimize the lead-time needed to manage the possible deviation between the received order as well as plant production. The entire process of assembling the vehicles depends on delivery of components, w hich should be on time. Toyota follows the practice of Just in Time for the suppliers to distribute the ordered components of customers. Inbound and outbound logistics Carter, Rogers and Choi (2015) described logistic in a way where a connection between the supply chain and its sub-system remains visible. While focusing on Toyotas supply chain system, it has been identified that two general types of logistic functions in new vehicle supply chain are discovered-inbound and outbound logistics. In outbound logistic, car distribution of Toyota from the assembly plant of the vehicle to dealers is done appropriately, as such practice effectively maintains the awareness of the whole vehicle supply chain system by having a control over the lead-time from the plant to the customers. In this context, lugu and Wong (2012) commented quantity between the lead-time of production and the lead-time of distribution remains little, hence, customers only concern is the arrival of merchandise. Recommendation- Strategic Plan The above-mentioned discussion helps to conclude that the organization Toyota has some significant issues in the supply chain network. To resolve or deal with such issues, the organization should implement the following strategies. Develop alliance with the key suppliers When a business is largely dependent on the suppliers, it should closely work with the suppliers and this is known as supplier relationship management. Hence, Toyota needs to use the two-way communication, which requires both buyers as well as suppliers to collaboratively manage the relationship. To form such relationship, the firm needs to provide techniques to make sure that the relationship remains healthy and vibrant. This means, the purchaser and suppliers both need to ensure that their needs are fulfilled. The organization should ensure that their suppliers demands are satisfied and they are happy working with their customers. Both the parties in such relationship should create a platform for the problem resolution, where all issues and problems can be resolved. To do this, the firm could enhance continuous enhancement goals with the objective of achieving value for both parties. Engage in collaborative strategic sourcing- This strategic sourcing remains as the cornerstone of successful supply chain management. However, it is identified that but a collaborative strategic sourcing initiative could produce better outcome. Instead of considering strategic sourcing as just for the purchasing department, best in-class should try to have internal customers who are actively involved in the decision making process. In order to implement such initiative, the organizations both the supplier and purchasers need to solicit feedbacks as well as the information about their objectives and the strategies. Appropriately align and staff the supply chain organizations- It often becomes difficult to manage the supply chain function in a manner, which could increase its effectiveness and bring equal benefits to the firm. The organization could adopt a hybrid approach that combines a centralized strategy to acquire consensus with the centralized implementation to enhance service. Likewise, another emerging trend that the firm could include the placement of contract management, forecasting, demand planning and the supply chain leader. However, whatever structure, the organization adopts, appropriately staffing the supply chain network remains vital to success. Furthermore, it can also be added that enhancing staff members supply chain management skills and knowledge always remains as the priority but the senior leaders should focus on the strategy and they should be less concerned regarding the transactional capability. In addition, as the supply chain leaders tend to move up to join their organizations management team; thereby, they might have additio nal characteristics. Nevertheless, the firm could hire supply chain managers who acquire strong communication as well as relationship management skills. Hence, the leaders must think strategically and focus on the value creation. Utilization of technology In the advancement of technology, the organizations should take advantages of technology to make the supply chain practice more efficient. The organization needs to structure the workflow and implement the process with the help of selected technology. However, before implementing such practice, they need to review the processes or the practices that require enhancement. Based on the review, they need to select the technology that perfectly satisfies the processing needs. Australian market is technologically developed and thereby, Toyota might not find any challenges in terms of the technology. Particularly, the firm could implement the technology called enterprise resource planning with the information and as the solution, the firm might not find the difficulty in retrieving the type of data that they require for making the strategy effective. In addition to this, in adopting technology in the supply chain process, the supply chain managers should play the major role in finding ways to implement technology to manufacture beneficial information to perform different work arounds. The managers needs to recognize the significance of an efficient purchase to pay process and utilize the strategies to acquire benefits. Develop a governing supply chain council The major purpose of a governing council is to provide direction as well as help to align the supply chain strategy with organizations overall strategy. In the council, the membership needs to include the leader of the supply chain firm and the corporate executive, the production unit manager and other leaders. The council needs to hold scheduled meeting on a daily basis. On the other side, it is also observed that supply chain firm has often been seen struggling for the recognition as their objectives and strategies differ from their firms own objectives and strategies. 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