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Pivotal Practices Consulting Named as a Top 100 MBE
Washington, DC, October 30, 2017 –(PR.com)– The Capital Region Minority Supplier Development Council announced that Patrina M. Clark, President and Founder of Pivotal Practices Consulting LLC was named a 2017 Top 100 MBE® winner. This award recognizes owners of minority business enterprises in Maryland, Virginia and the District of Columbia who have demonstrated exceptional entrepreneurial accomplishments, have a high level of professionalism, and have made substantial contributions to their communities.
The Top 100 MBE Awards®, began in 2007 and evolved through a need to recognize and celebrate the creativity and innovation of regional MBEs who are role models and inspire the entire community.
The Top 100 MBE Awards® will be presented at the CRMSDC's 36th Annual Leaders and Legends Awards Ceremony, on November 2nd at the MGM National Harbor.
Sharon R. Pinder, CRMSDC's president and CEO, says, "Our board of directors and our members congratulate the 2017 Top 100 MBEs® on their stellar accomplishments."
CRMSDC is celebrating its 45th anniversary as a not-for-profit economic development organization supporting growth in Maryland, the District of Columbia, and Northern Virginia through programs and services that help corporations enhance the diversity and innovation of their supply chains. CRMSDC connects corporate and government members to well established, certified minority-owned business enterprises.
www.pivotalpractices.com
This is accomplished through a rigorous process of certifying that MBE suppliers are at least 51% owned, controlled and operated by ethnic minorities; providing education and advice to certified businesses; and finally, creating strategic opportunities for corporate members and certified MBEs to connect for the purpose of doing business.
CRMSDC, established in 1972, is one of 23 regional affiliates of the National Minority Supplier Development Council, the only nationally recognized MBE certifying authority. CRMSDC is headquartered in Silver Spring Maryland.
CRMSDC also operates two programs funded by the U.S. Department of Commerce's Minority Business Development Agency (MBDA) grants: (1) The MBDA Business Center, Washington D.C., helps minority-owned firms create jobs, compete in the global economy and grow their businesses, and (2) The Federal Procurement Center which is the nation's only federally-funded program solely dedicated to assisting MBEs in obtaining Federal contracts.
Together these three organization form the CRMSDC MBE Business Consortium, the largest provider of MBE support services in the region.
Patrina M. Clark says, "I am honored and humbled by this incredible recognition. It provides a measure of encouragement to continue pressing forward with my vision to grow a company that delivers exceptional client experiences through a fully engaged workforce while making meaningful differences in the communities in which we live and work."
Pivotal Practices Consulting LLC (Pivotal) supports organizational leaders in developing and implementing breakthrough talent leadership solutions that lead to fully engaged and inclusive workplaces. Our collaborative, strengths-based, client-centric approach ensures that the solutions we deliver exceed expectations and support meaningful and lasting change. Our dedicated and highly competent professionals leverage leading practices to deliver customized and implementable consulting, coaching, and training that make a difference. Our academic relationships include The George Washington University, Georgetown University, Cornell University and the University of Maryland Smith School of Business. Our corporate and association relationships are equally impressive, ensuring that we leverage the best talent and thought leadership to provide cutting edge, responsive and actionable solutions that address our clients' specific needs.
Pivotal Practices Consulting LLC
Katheryn Kim
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DOI: 10.14807
Keywords ANOVA Accounting Administration Competitiveness Continuous Improvement Innovation Knowledge Management Logistics Management Nigeria Optimization Production Quality Supply Chain Management Sustainability Technology Value case study logistics strategy trust
OCLC: 869799742
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Home > Vol 10, No 3 (2019) >	Coti-Zelati
Periodicity.: May - June 2019
e-ISSN......: 2236-269X
MODELO PARA A FORMATAÇÃO DOS ARTIGOS A SEREM UTILIZADOS NO ENEGEP 2003
THE BULLWHIP EFFECT IN BRAZILIAN SUPPLY CHAIN OF ORGANIC PRODUCTS: AN ANALYSIS FROM THE PERSPECTIVE OF TRANSACTION COST THEORY
Paolo Edoardo Coti-Zelati
Faculdades de Campinas (FACAMP), Brazil
E-mail: coti_zelati@outlook.com
Mauricio Jucá de Queiroz
Fundação Instituto de Administração (FIA), Brazil
E-mail: mjqueiroz@gmail.com
Davi Lucas Arruda de Araújo
Universidade Ibirapuera (UNIB), Brazil
E-mail: davi_lucas89@hotmail.com
Submission: 09/06/2018
Revision: 11/08/2018
Accept: 28/11/2018
The objective of this study is to propose, within the strategic management of organic product supply chains, a model that integrates the concepts of supply chain management (SCM), transaction costs theory (TTC) and bullwhip effect in organic product supply chains generating propositions to direct future empirical research. Therefore, this paper proposes that x SCM and TTC can contribute in reducing the distortion of demand perception throughout the supply chain of organic products. A conceptual model relating the three variables studied was elaborated. Three theoretical future empirical investigations were proposed in order to solve the problem of the bullwhip effect, namely the distortion of perception of demand along the supply chain of organic products.
Keywords: Supply chain management. Theory of transaction costs. Bullwhip effect. Organic products
Organic farming began in Brazil in the late 1970's and has proven to be a sustainable alternative to the use of agricultural chemicals. Organic farming has already evolved a full production management system that promotes and enhances the health of the agricultural ecosystem, including biological diversity, biological cycles and biological soil activity (PENTEADO, 2016). The organic system emphasizes management practices in preference to the use of external inputs to the property, taking into account the adaptation of systems to regional conditions, using agronomic practices, mechanical and biological methods, to the detriment of the use of synthetic materials for carrying out the functions of a given system (FiBL; IFOAM, 2016).
Brazil is one of the countries in the world that offers immense potential for organic production The country has approximately 90 million arable hectares, which does not including those areas already under conventional production that can or could migrate to organic agricultural cultivations. Brazil third in the world in areas cultivated with organic production and has approximately 90 thousand organic farmers, both certified and uncertified. The products with the highest volume of organic production and consumption in Brazil are: sugar, coffee, chicken, tobacco, vegetables, oranges, milk, eggs and soybeans (PLANETA ORGÂNICO, 2017).
For a product to be considered organic it had had to have been cultivated without the use of both pesticides and chemical fertilizers. Early technologies of organic agricultural production are still in use in current x production processes. This production system x excludes the use of chemical and synthetic fertilizers, as well as any chemical pesticides, growth regulators or synthetic additives for animal nutrition (DAROLT, 2010).
Any agricultural production system that adopts specific techniques to enhance the use of available natural resources and respects the socioeconomic cultural integrity of rural communities can be considered organic. Thus, organic agriculture promotes economic sustainability, maximizes the use social resources and minimizes use of non-renewable energy (VILCKAS; NANTES, 2007).
Organic production uses green manure, crop rotation, composting and biological controls for pests and diseases. Throughout the production chain, i.e. soil preparation, purchase of inputs, production, processing, storage, transport and distribution, respect for established norms, is essential for a product to be recognized as organic (SAMBIASE; MOORI; SATO, 2004).
Organic agricultural production systems are present in more than 172 countries around the world and these have been rapidly expanding especially in Europe, USA, Japan, Australia and South America. This expansion is associated, in large part, to x increased costs, environmental problems and concerns and food contamination caused by conventional agriculture practices. Basic ecological agriculture provides benefits to biodiversity and to the welfare of the environment. Furthermore, there is a growing consumer demand for "clean" agriculture produce, free of chemicals and/or geneticx modifications (FIBL; IFOAM, 2016).
According to the same study, the continent with the largest area of organic production is Oceania (35%), followed by Europe (23%), Latin America (23%), Asia (9%), North America (7%) and Africa (3%). Some European countries such as: Austria (15.9%), Switzerland (11.1%) and Sweden (10.8%), represent the largest percentage of Organics in relation to total farming. The countries with the largest number of organic produce producers are India (340,000), Uganda (180,000) and Mexico (130,000), which are mostly family farmers. World Statistics show that of the 172 countries where production is registered, 69 nations already have a regulation for the organic sector and 21 countries are working on developing legislation. Presently there are around 460 of certifications to attest to the quality of organic products in the world. In Brazil there are about 20 including both domestic and foreign certifications.
Organic farming has been gaining more and more popularity in both Brazilian and world markets. In Brazil, the growth of organic agricultural production surpassed the 50% mark in 2011. The marketing of agricultural products of organic origin in the country has already reached $100,000,000 in turnover. An example of this fact is the consumption of organic coffee, which has been gradually increasing not only in Brazil but abroad as well (IDER, 2017).
With 1,767,000 hectares of organic crops, Brazil is the third largest country in the acreage, ahead the United States with 1,640,000 hectares for organic agricultural production. Australia and Argentina, account for first and second place, with a total acreage of 12,020,000 and 2,780,000 hectares respectively (IFOAM, 2017).
According to the Institute of Sustainable Development and Renewable Energies (IDER, 2017), organic product markets are still developing thus making for highly unstable markets due to x irregular supply, in addition to a small variety of products offered. Yet the growth of organic agriculture in Brazil continues to expand, making for a business value in the sector of over U$100,000,000 (IDER, 2017).
The main question that arises from this debate is: how does the transaction cost theory contribute to the reduction of the distortion of perception of demand along the supply chain of organic products?
The present theoretical test is based on the context described above in order to propose a model that integrates the concepts of supply chain management, transaction costs theory and bullwhip effect in organic product supply chains that could help direct future empirical research.
The present study is structured in four sections. In addition to this introduction, the review of the theory of supply chain management (SCM), theory of transaction costs (TTC) and bullwhip effect will be developed in relation to supply chains. The final section of this paper will be dedicated to our findings and to suggestions for further study.
2. THEORETICAL FRAMEWORK
2.1. Supply chain management (SCM)
Discussions on supply chain management (SCM) began in the 80´s and remain a topic of fundamental concern to the academic and Executive career. However, only at the end of the 90´s did the amount of research on SCM began to increase and appear in studies related to organizational operations (KOUVELIS; CHAMBERS; WANG, 2006).
Kopczak and Johnson (2003) define supply chain as two or more companies working together to plan and execute operations related to supplies, obtaining greater success than if working in isolation. In other words, supply chain collaboration based on mutual objectives.
The supply chain operates as a network of partnerships between manufacturers, raw material suppliers, shippers, retailers or any other related party (SIMCHI-LEVI; KAMINSKY; SIMCHI-LEVI, 2003).
SCM can be defined as the systematic and strategic coordination of traditional business and business functions within an organization, and along the chain, in order to improve the performance of individual companies and all other links in the supply chain. In general, companies adopt SCM practices to increase their market competitiveness as well as to reduce their costs and improve their customer satisfaction (MENTZER et al., 2001).
For Paulraj and Chen (2007), SCM contributes to eliminate waste and more efficient use of internal and external capabilities and technologies, leading to improved competitiveness.
According to Barney and Hesterly (2012), SCM can also occur in the form of strategic alliances, i.e. when two or more independent companies start work together in the production, development and distribution of goods or services. These strategic alliances are usually long-term agreements between organizations. This mode goes beyond normal market transactions, but cannot be considered as mergers. In these strategic alliances, companies work together, but without relinquishing their independence or autonomy.
Park, Mezias and Song (2004) list the major benefits achieved by supply chain management as being cost reduction, risk sharing, access to financial capital, complementary assets, greater capacity for learning and knowledge transfer.
For Min and Mentzer (2004), SCM occurs when two or more organizations take responsibility for sharing information on planning, management, execution and performance measurement. Yet for those authors every relationship between organizations is forged initially due to direct contact in the supply chain. In a second moment this relationship ends up spreading to other levels of the production chain.
According to Simatupang and Sridharan (2005), with efficient supply chain management, participating companies will improve their operational base whereas Pires (2010) believes that the main benefit acquired by SCM is linked to productivity. Through this management, supply chain participant organizations expect that the development of their products enhance their competitive advantages and performance.
One of the main barriers to SCM is that the companies involved have to provide and share information considered strategic with all other members of the chain (MENTZER; STANK; ESPER, 2008).
Considering this, one can understand that the actions of SCM are increasingly focused on the integration of the supply chain participants through new technologies and communication targeting strategic development and operational planning. This will ultimately benefit the end consumers with better products and services as well as provide competitiveness for everyone involved in the supply chain (BOWERSOX et al., 2013).
Therefore, companies that feature improved performance are those which best integrate the main internal processes with suppliers and customers, structuring, in this way, a SCM with defined and consistent perspectives and procedures (ZHANG; DILTS, 2004).
It is important to note that all companies within a supply chain have a transactional relationship with other participating organizations. Due to new demands, these companies develop a relationship of cooperation with other players along the chain (LI et al., 2006).
According to these authors, the financial results achieved through the partnership relationship within the SCM make companies more competitive. In this way, SCM becomes an important resource, to overcome barriers inside and outside an organization.
Many authors have addressed various aspects of the SCM theme. In an attempt to synthesize the doctrine on this broad topic, Cao and Zhang (2011) defined seven dimensions of the concept of SCM. They are:
i) Information sharing refers to the variety of relevant information, accurate, complete and confidential that an organization shares with their supply chain partners in a timely manner (SHEU; YEN; CHAE, 2006). For SCM to be effective there is a need for greater contact between the organizations involved as well as a greater sharing of information between them (SAHAY, 2003). SCM contributes to information sharing and joint planning, increasing the movement of materials thus reducing the risks of not meeting client demands (BOWERSOX et al., 2013).
ii) The congruence in goals between supply chain partners is reached once the company implementing SCM, realizes that goals are met when the entire supply chain is also affected (SIMATUPANG; SRIDHARAN, 2002; COTI-ZELATI; MOORI, 2015).
iii) The synchronization of the decision refers to the process by which an organization prepares its decision according to plans within the supply chain (ADAMS et al., 2014). This decision should contribute to the benefit of all partners (SIMATUPANG; SRIDHARAN, 2005).
iv) The alignment of incentives, according to Simatupang and Sridharan (2008), is the policy of distributing costs, risks and benefits among the partners within a supply chain. The alignment of incentives requires careful administration of the earnings structure for participation, that is, the gain of an organization should be proportional to its investment and its risk (MATTOS; LAURINDO, 2015).
v) Resource sharing is linked to the organizational process of investing and leveraging capabilities and resources in partnership with other companies in the supply chain (CHRISTOPHER, 2016). According to Harland et al. (2004), resources are physical, namely, equipment and technology.
vi) Inter-organizational communication (open, frequent and balanced) is the contact and the process of transmission of messages and information between companies in a supply chain (PAULRAJ; LADO; CHEN, 2008; JARADAT et al., 2017).
vii) The joint creation of knowledge refers to the way that partners in a supply chain develop a better understanding of the competitive market (MALHORTA; GASAIN; EL SAWY, 2005; MARCONI et al., 2017).
2.2. Bullwhip effect in supply chains
The bullwhip effect in supply chains is the distortion of demand perception along the chain in which supplier requests differ from sales (LEE; PADMANABLAN; WHANG, 1997). According to Svensson (2005), the bullwhip effect indicates that the variability in the level of stocks tends to increase as they distance themselves from the point of consumption. The factors that causing this variability along the chain can be the lack of information sharing, market data insufficiency and incorrect predictions.
The bullwhip effect is one of the most well-known and widespread phenomena in the area of operations. The term "whip" is used to describe the fact that a slight change in consumer demand can lead to large fluctuations in the suppliers' production at the other end of the supply chain (SILVA, 2017). The bullwhip effect can also be described as demand amplification, amplification of the Forrester effect or variability (WANG; DISNEY, 2016). Dai et al. (2016) clarify that the use of the latter term to reference the bullwhip effect, is due to the fact that the phenomenon was documented and studied for the first time by Forrester (1958).
According to Freitas et al. (2010), companies forecast their demand based on historical data, and program their production lines based on this data. Orders sent to the suppliers update the historical series of requests; the problem is that order fluctuations can be much larger than the demand data. Because of the bullwhip effect, the customer purchase pattern does not necessarily reflect the pattern of his consumption or variations of the amounts purchased which can differ from the variations in the rate of consumption (LEE; PADMANABLAN; WHANG, 1997).
The bullwhip effect occurs when demand variability increases as it proceeds down the supply chain, from the retailer to the suppliers, resulting in negative impacts on the regularity and stability of the orders that are received by the suppliers (WANG; WANG; OUYANG, 2015).
According to Harland (1996), the price used for a company has a significance influence on how customers behave with respect to orders. If there are times when promotions occur, probably most of the orders will be carried out in this period. As a result, there is a decline in stocks while production programming stays the same, which can cause higher production costs (SELES et al., 2016).
To Moori, Perera and Mangini (2011), if retailers identify an increased demand in the supply of products, this will prevent them from making larger orders than usual, and industry reacts cautiously when making its production allocations. In this same situation when retailers send their purchase orders to several suppliers, those received first will benefit while the remaining orders are dropped, causing the suppliers to stock up on what has been produced (GONÇALVES; GIORDANO, 2014).
According to Lee, Padmanablan and Whang (1997), it is possible to avoid the bullwhip effect in three ways: (a) sharing information in order to provide information about x demand in a timely manner both upstream as downstream; (b) align channels so as to coordinate prices, inventory, transport planning and ownership between the upstream and downstream locations in the SC; (c) operational efficiency, thus improving performance, such as cost reductions and delivery time.
In addition, companies seek to develop innovative strategies, which raise new challenges, such as the integration of new information systems, the establishment of new relationships and organizational implementation of new incentives and measurement systems (COELHO; FOLLMANN; RODRIGUEZ, 2009). For these authors, innovative companies in different industries can control the bullwhip effect and improve performance in their supply chain by coordinating both the planning and the information along the supply chain.
2.3. Theory of transaction costs (TTC)
One of the main contributions of the studies of SCM comes from the economy, more specifically from the theory of transaction costs (TTC) that gave rise to the economics of transaction costs (CABRAL, 2004).
To understand this approach it is necessary to consider that an organization has not only production costs, but also transaction costs that are defined as the costs to support a transaction by the exchange in an open market (COASE, 1937). The proposition was that companies and markets are alternative management structures that differ in their transaction costs. Coase (1937) pointed out that under certain conditions, the costs of economic exchange may exceed the costs to manage the exchange within a company. One the main reason xx for a company to be profitable seems to be that there is a cost of using the price mechanism, and the most obvious cost, to organize production through the pricing mechanism is to find out how relevant these prices are.
According to Williamson (1996), this cost can be reduced (but not eliminated) once the costs of negotiation and conclusion of a contract are separated for each swap transaction that occurs in the market, and should also be taken into account. Since the essence of the contract is that it should only indicate the boundaries and powers of management.
However even within these limits, managers can drive other production factors. The coordinating role of the manager x is important to understand that this coordination is the work of the price mechanism and the businessman. In this way, the entrepreneur has to exercise his functions at a lower cost, taking into account the fact that he might get production factors for a price lower than the market operations that it replaces. It is always possible to revert back to the market if he is unable to do so (HENTEN; WINDEKILDE, 2016).
Williamson (1985) defines transaction costs as ex-ante costs of searching, preparing, negotiating and securing a contract and as ex-post monitoring costs, adaptations and adjustments needed, when the performance of a contract is undermined by failures, omissions or unexpected changes.
Often the costs of bureaucracy or waste do not have a relevant weight in very profitable companies. However, it may be the main reason that leads to differentiation in the results when it comes to two organizations of the same business with the same resources, selling to the same customers. The best structure for an organization depends on several characteristics of own transactions (WILLIAMSON, 1991).
Williamson (1991) presents three generic forms of organization: (a) market: this governance structure is the most appropriate for transactions involving assets with low specificity; (b) hierarchical: in this governance decision structure is authority. The application of administrative controls involves a high proportion of specific assets. The greater the degree of specificity of the assets, the greater the risks and problems of adjustment and higher transaction costs; (c) hybrid: this governance structure is characterized by both aspects of market governance structure and hierarchy. The development of hybrid models seems to have become a trend.
According to Nogueira and Bataglia (2012), the main challenge of the hybrid governance structure is to adjust and quantify these two forms of governance in the pursuit for developing mechanisms to resolve and expedite problems within the process of a transaction. One can therefore understand the transaction costs as the operation costs of the system and should include the ex-ante costs, such as the drafting of contracts and trading stocks, and ex-post costs, such as the monitoring and implementation of contracts (RINDFLEISCH; HEIDE, 1997).
According to these authors, the transaction is the central element of the TTC analysis. Which the factors that define it are: limited rationality and opportunism (behavioral assumptions) and uncertainty and asset specificity (attributes of the transaction), in addition to the risk-neutral, as a third behavioral assumption and transaction frequency, as a third transactional attribute (WILLIAMSON, 1975).
Limited rationality is the assumption that decision-makers have restrictions on their cognitive abilities and limits of their rationality. A switch cannot be specified ex-ante (environmental uncertainty) and performance cannot be easily verified ex-post evaluation (behavioral uncertainty). That said, limited rationality simply means that there are certain physical limits on human ability to process information. Decision-makers are intentionally rational, but also are limited by that. Thus rationality is limited resulting inability to produce global contracts (OLIVEIRA; MARTINS; DIAS 2018).
If the uncertainty or complexity is present, the problem of limited rationality appears as an interesting comparative institutional choice and is often used for decision-making.
This opportunity extends the conventional assumption that economic agents are guided by considerations of self-interest in strategic behavior. This process implies self-interest with deceit and has profound implications for the choice between alternative contractual relations. Opportunism should be distinguished between administrative behavior and instrumental behavior, in which the first involves a trust, in which the word of a party can be taken as a fundamental link, and the second is a more neutral mode, in which there is no self-knowledge needed to the interests of a party, to be promoted to schemes of any kind (WILLIAMSON, 1975).
According to Williamson (1975), in comparison with other approaches of the study of economic organization, it can be affirmed that the TTC: (a) is more micro analytical; (b) is more conscious about their behavioral assumptions; (c) introduces and develops the economic importance of asset specificity; (d) based on comparative institutional analysis; (e) with respect to the company's business as a governance structure, rather than a production function; (f) puts more weight on as ex-post of contracts, institutions with special collections on private order (in comparison with a court order) (WILLIAMSON, 1991). The TTC considers economic organization as a problem, since a particular task to be performed and can be arranged from any of several alternative forms of explicit or implicit contract agreement, in addition to including the respective support devices associated with each form of contract (WILLIAMSON, 1985).
2.4. Conceptual model and propositions
Little has addressed the TTC in operations management. Yet there are a considerable number of opportunities within the discipline of operations to assess the supply chain, many of which directly related to the TTC. As TTC focuses on economic efficiency, it involves a coordination of various activities, indoor units and business partners involved in the supply chain (GROVER; MALHOTRA, 2003). In a context of interdependence between segments in a supply chain, the TCT can contribute with its theoretical and analytical scope by providing predictions on how transactions should be governed, or on how relations between segments of the chain can be structured (AUGUSTO et al., 2015).
Lazzarini, Cook and Chadad (2001) highlighed the need to govern transactions between agents for production plans of a supply chain. That means for a processor to program his production, he has to align supply plans and customers service x taking into account the seasonality in consumption. Thus, the best coordination resulting from strategic alignment between the segments of the chain can generate a reduction in transaction costs.
The transactions between companies that belong to a production chain are permeated with complexity and uncertainty (as far as economic operations are concerned) and given cognitive limitations, the economic agents are unable to predict or establish in advance corrective measures for any event that can occur when performing a transaction (BARZEL, 2018).
Combined with cognitive limitations, the possibility of opportunistic behavior, and the transaction attributes discussed, appear as factors that can affect the relationship of the agents of the supply chain. Thus the TTC considers companies operating in the same supply chain as a set of contracts, formal or informal, and must understand the difficulties derived from their future conduct so as to ensure that commitments are honored within the continuity of their interactions (AUGUSTO et al., 2015).
The operational strategies should be linked (or aligned) with the competitive environment. In this conception, the company aligns internal activities that add value to produce benefits for their customers (WARD; DURAY, 1995).
Figure 1 shows the conceptual model that connects supply chain management (SCM), theory of transaction costs (TTC) and bullwhip effect in a supply chain.
The SCM and the TTC can be used to reduce demand distortions along the supply chain of organic products (bullwhip effect). Therefore, the following propositions have been formulated:
· Proposition 1. TTC has a positive effect on SCM of organic products.
· Proposition 2. TTC can reduce the distortion of perception of demand along the supply chain of organic products.
· Proposition 3. SCM can reduce the distortion of perception of demand along the supply chain of organic products.
In this section the theoretical approach that underlies the conceptual model presented in Figure 1 was developed.
Figure 1: Conceptual model.
3. ORGANIC PRODUCT SUPPLY CHAIN
Organic agriculture is a production system that uses alternative practices rather than conventional farming methods. In this production mode chemical fertilizers and synthetic pesticides, are not allowed according to Miniussi, Coti-Zelati and Araújo (2015). These authors see organic agriculture as several intersecting streams of lines of research and thought. Organic agricultural production is grouped in three sectors, those being, biodynamic farming, organic farming and natural farming. These strands originate from other methods such as permaculture and regenerative agriculture. These chains are part of what is now known generically as sustainable agriculture.
According to Vilckas and Nantes (2007) organic agricultural production is a system that adopts specific techniques that enhance the use of available natural resources always respecting the socioeconomic cultural integrity of rural communities. Thus organic agriculture can be characterized by economic sustainability, the maximization of social resources and minimizing the use of non-renewable energy.
Currently, organic agriculture has had a dramatic development and is practiced in more than 120 countries. The organic agri-food market is one with the highest growth both in Brazil and in the world (GEMMA; TERESO; ABRAHÃO, 2010).
In Brazil organic farming has x been recognized by official research bodies as one of the main ways of obtaining a balance between agricultural production and the preservation of natural resources (SOUZA; ALCÂNTARA, 2011).
According SEBRAE (2017), Brazil has become one of the world's main producers and exporters of organic products. There are more than 15,000 properties already certified for organic production or in the process of transition, of which 75% are family farms.
For SEBRAE (2017), the increased demand for organic foods, mainly in industrialized countries, favors Brazilian organic production export development, particularly for sugar, coffee, meat, tropical fruits and other commodities.
For Ormond et al. (2002), organic supply chains differ from a conventional supply chains. There are two fundamental differences. The first refers to the lack of intermediary agents or wholesalers. The second difference relates to the need for certification to the legitimize organic products and production.
Figure 2 shows the schematics of the productive chain of organic products. According to Sharma (2003), the organic supply chain presents some weaknesses, such as the inconstancy in production. For this author, since the producer does not have precise knowledge of the demand for his produce, it is very difficult to decide what to plant. He has limited information on how many customers he can serve, he cannot prepare marketing actions for new customers and, thus unable or insecure to expand his business.
For Wilson (2001), the big obstacle in finding quantity and variety of organic inputs results in higher costs. A wider supply of organic inputs would result in lower prices and a freedom of choice on the part of the producer.
Figure 2: Organic food production chain
Source: Ormond et al., (2002, p. 27).
The advent of sustainability has attracted an increasing number of farmers, processors and distributors, in order to better meet consumer demands for organic products, by developing new strategies and supply structures in order to satisfy these expectations (GUNDERSON et al., 2014).
In this scenario, the organic agri-food producer can no longer ignore to control the technical, economic, marketing, financial, political, social, environmental and legal aspects within his business (VILCKAS; NANTES, 2007). According to these authors, a very common problem in rural production, including organic agricultural production, is the distance between the participants of the supply chain, which complicates the management of the rural enterprise as a whole and the business related to it.
The theme has been the main focus of agribusiness SCM in various surveys. This is due to the improvement in the management which ends up resulting in an improvement in all along the chain (COTI-ZELATI; MOORI, 2015). Taking this into account the objective of this article was to propose a model that integrates the concepts of SCM, TTC and bullwhip effect in supply chains of organic products generating propositions that will direct future empirical investigations. Thus this theoretical essay was not committed to empirically test them. It was only meant to construct propositions from a theoretical background between the studied variables.
The construction of the conceptual model was based on three propositions. The first seeks to identify the influence of the TTC on the SCM of organic products. The second proposition suggests that the TTC can x in fact reduce the distortion of perception of demand along the supply chain of organic products. The third proposition suggests that SCM can also be a facilitating factor in reducing the distortion of perception of demand along the supply chain of organic products.
This model was developed in order to study the bullwhip effect, namely the distortion of perception of demand along the supply chain of organic products. However, this theoretical survey needs to be tested empirically through statistical techniques in order to validate and identify which factors are prevalent in a practical way and if there are any relevant relationships between the variables presented in the organic product sector.
Theoretical tests are a form of intellectual reflection. By means of a theoretical foundation, common knowledge considered safe is replaced with the dialectic of thoughts of those involved in the trial. A theoretical essay does not relate only to the moment of writing or dialogue (MENEGHETTI, 2011). This type of study involves academic readings, moments of intellectual questioning and life experiences (BERTERO, 2006). It is also possible to observe weaknesses, limitations and prejudices. The author admits exposure as a subject, without having to hide in the formalism of the discourse, scientific methodology or rigid formalism of Academia (ROUSSEAU, 1999).
ADAMS, F. G.; RICHEY JR.; R. G.; AUTRY, C. W.; MORGAN, T. R.; GABLER, C. B. (2014) Supply chain collaboration, integration, and relational technology: how complex operant resources increase performance outcomes. Journal of Business Logistics, v. 35, n. 4, p. 299-317.
AUGUSTO, C. A.; SOUZA, J. P.; ERDMANN, R. H.; CARIO, A. F. (2015) Cadeia de suprimentos: uma análise a partir da teoria dos custos de transação, da teoria dos custos de mensuração e da visão baseada em recursos. Revista Economia e Gestão, Belo Horizonte, v. 15, n. 39, p. 4-22.
BARNEY, J. B.; HESTERLY, W. S. (2012) Strategic management and competitive advantage. New York: Pearson.
BARZEL, Y. (2018) A theory of organizations to supersede the theory of the firm. Department of Economics, Washington, 2001.
BERTERO, C. O. (2006) Ensino e pesquisa em administração. São Paulo: Thomson Learning.
BOWERSOX, D. J.; CLOSS, D. J.; COOPER, M. B.; BOWERSOX, J. C. (2013) Supply chain logistics management (4a ed.) New York, McGraw-Hill.
BRAZILIAN MINISTRY OF AGRARIAN DEVELOPMENT (MDA) (2013) Interdisciplinary Chamber of Agroecology and Organic Production. Plano nacional de agroecologia e produção orgânica. Brasília: MDA.
CABRAL, S. (2004) Analisando a reconfiguração da cadeia de produção de pneus no Brasil pela economia dos custos de transação. Gestão & Produção, São Carlos, v. 11, n. 3, p. 373-384.
CAO, M.; ZHANG Q. (2011) Supply chain collaboration: impact on collaborative advantage and firm performance. Journal of Operations Management, v. 29, p. 163-180.
COASE, R. (1937) The nature of the firm. Economica, v. 4, n. 16, p. 386-405.
COELHO, L. C.; FOLLMANN, N.; RODRIGUEZ, C. M. T. (2009) O impacto do compartilhamento de informações na redução do efeito chicote na cadeia de abastecimento. Gestão & Produção, São Carlos, v. 16, n. 4, p. 571-583.
COTI-ZELATI, P. E.; MOORI, R. G. (2015) O papel da colaboração no desempenho da gestão da cadeia de suprimentos: um estudo sobre o café orgânico. Revista Organizações Rurais e Agroindustriais, Lavras, v. 17, n. 2, p. 195-208.
CHRISTOPHER, M. (2016) Logistics and supply chain management (5a ed.) London: Pearson, 2016.
DAI, H.; LI, J.; YAN, N.; ZHOU, W. (2016) Bullwhip effect and supply chain costs with low-and high-quality information on inventory shrinkage. European Journal of Operational Research, v. 250, n. 2, p. 457-469.
DAROLT, M. R. (2010) Agricultura orgânica. Instituto Agronômico do Paraná, IAPAR, Curitiba.
FORRESTER, J. (1958) Industrial Dynamics. Harvard Business Review, Boston, v. 36, p. 37-52.
FREITAS, L. M.; DINIZ, A. C. M.; LEITE, M. S. A.; VILLAR, A. M. (2010) Os reflexos do efeito chicote nos custos logísticos de estoque: o caso de uma empresa componente da cadeia de suprimento de bebidas. Revista Produção Online, Florianópolis, v. 10, n. 2, p. 342-367.
GEMMA, S. F. B.; TERESO, M. J. A.; ABRAHÃO, R. F. (2010) Ergonomia e complexidade: o trabalho do gestor na agricultura orgânica na região de Campinas–SP. Revista Ciência Rural, Santa Maria, v. 40, n. 2, p. 318-324.
GONÇALVES, L. C.; GIORDANO, C. V. (2014) Impactos do efeito chicote na cadeia de suprimentos da indústria de alimentos paulista. Revista Científica Hermes, São Paulo, v. 11, p. 67-82.
GROVER, V.; MALHOTRA, M. K. (2003) Transaction cost framework in operations and supply chain management research: theory and measurement. Journal of Operations Management, v. 21, p. 457-473.
GUNDERSON, M. A.; BOEHLJE, M. D.; NEVES, M. F.; SONKA, S. T. (2014) Agribusiness organization and management. In: Van Alfen, Neal K. (Ed.) Encyclopedia of agriculture and food systems. San Diego: Elsevier.
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HENTEN, A. H.; WINDEKILDE, I. M. (2016) Transaction costs and the sharing economy. Info, v. 18, n. 1, p. 1-20.
INSTITUTO DE DESENVOLVIMENTO SUSTENTÁVEL E ENERGIAS RENOVÁVEIS (IDER) (2017) Página institucional. Fortaleza. Recovered in 2 april, 2017, of http://www.ider.org.br.
INTERNATIONAL FEDERATION OF ORGANIC AGRICULTURE MOVEMENTS (IFOAM) (2017) The world of organic agriculture: statistics & emerging trends 2012. EUA. Recovered in 2 april, 2017, of http://www.ifoam.org.
JARADAT, R.; ADAMS, F. G.; ABUTABENJEH, S.; KEATING, C. (2017) The complementary perspective of system of systems in collaboration, integration, and logistics: a value-chain based paradigm of supply chain management. Systems, v. 5, n. 4.
KOPCZAK, L. R.; JOHNSON, M. E. (2003) The supply-chain management effect. MIT Sloan Management Review, v. 44, n. 3, p. 27-34.
KOUVELIS, P.; CHAMBERS, C.; WANG, H. (2006) Supply chain management research and production and operations management: review, trends, and opportunities. Production and Operations Management, v. 15, n. 3, p. 449-469.
LAZZARINI, S. G.; COOK, M. L.; CHADDAD, F. R. (2001) Integrating Supply Chain and Network Analysis: the study of netchains. Journal on Chain And Network Science, v. 1, n. 1, p. 7-22.
LEE, H, PADMANABHAN, V.; WHANG, S. (1997) The bullwhip effect in supply chain. MIT Sloan Management Review, Cambridge, v. 38, n. 3, p. 93-102.
LI, S.; RAGU-NATHAN, B.; RAGU-NATHAM, T. S.; RAO, S. S. (2006) The impact of supply chain management practices on competitive advantage and organizational performance. Omega, v. 34, n. 2, p. 107-124.
MALHORTA, A.; GASAIN, S.; EL SAWY, O. A. (2005) Absorptive capacity configurations in supply chains: gearing for partner-enabled market knowledge creation, MIS Quarterly, v. 29, n. 1, p. 145-187.
MARCONI, M.; MARILUNGO, E.; PAPETTI, A.; GERMANI, M. (2017) Traceability as a means to investigate supply chain sustainability: the real case of a leather shoe supply chain. International Journal of Production Research, v. 55, n. 22, p. 6638-6652.
MATTOS, C. A.; LAURINDO, F. J. B. Collaborative platforms for supply chain integration: trajectory, assimilation of platforms and results. Journal of Technology Management & Innovation, v. 10, n. 1, p. 79-92.
MENEGHETTI, F. K. (2011) O que é um ensaio-teórico? Tréplica à Professora Kazue Saito Monteiro de Barros e ao Professor Carlos Osmar Bertero. Revista de Administração Contemporânea, Curitiba, v. 15, n. 2, p. 343-348.
MENTZER, J. T.; DEWITT, W.; KEEBLER, J. S.; MIN, S.; NIX, N. W.; SMITH, C. D.; ZACHARIA, Z. G. (2001) Defining supply chain management. Journal of Business Logistics, v. 22, n. 2, p. 1-25.
MENTZER, J. T.; STANK, T. P.; ESPER, T. L. (2008) Supply chain management and its relationship to logistics, marketing, production and operation management. Journal of Business Logistics, v. 29, n. 1, p. 31-46.
MIN, S.; MENTZER, J. T. (2004) Developing and measuring supply chain management concepts. Journal of Business Logistics, v. 25, n. 1, p. 63-99.
MINIUSSI, A.; COTI-ZELATI, P. E.; ARAÚJO, D. L. A. (2015) The role of innovation in the competitiveness of Brazilian organic products. Independent Journal of Management & Production, v. 6, n. 3, p. 758-772.
MOORI, R. G.; PERERA, L. C. J.; MANGINI, E. R. (2011) Uma análise investigativa do efeito chicote na cadeia de suprimentos da indústria alimentícia. Revista de Gestão, v. 18, n. 3, p. 469-488.
NOGUEIRA, A. C. L.; BATAGLIA, W. (2012) Transaction costs and organizational competences: explaining the governance structure for manufacturing stage. Journal of Technology Management & Innovation, v. 7, n. 1, p. 159-174.
OLIVEIRA, R. R.; MARTINS, H. C.; DIAS, A. T. (2018) A gestão do portfólio de projetos e a teoria dos custos de transação: proposições teóricas. Revista Gestão e Planejamento, Salvador, v. 19, p. 137-158.
ORMOND, J. G. P.; DE PAULA, S. R. L.; FAVERET FILHO, P.; ROCHA, L. T. M. (2002) Agricultura orgânica: quando o passado é futuro. BNDES Setorial, Rio de Janeiro, 15, 3-34.
PARK, N. K.; MEZIAS, J. M.; SONG, J. (2004) A resource-based view of strategic alliances and firm value in the electronic marketplace. Journal of Management, v. 30, n. 1, p. 7-27.
PAULRAJ, A.; CHEN, I. J. (2007) Strategic buyer-supplier relationships, information technology and external logistics integration. Journal of Supply Chain Management, v. 48, n. 2, p. 2-14.
PAULRAJ, A.; LADO, A. A.; CHEN, I. J. (2008) Inter-organizational communication as a relational competency: antecedents and performance outcomes in collaborative buyer-supplier relationships. Journal of Operations Management, v. 26, n. 1, p. 45-64.
PENTEADO, S. R. (2016) Manual prático de agricultura orgânica: fundamentos e técnicas (2a ed.) Campinas: Via Orgânica.
PIRES, S. R. I. (2016) Gestão da cadeia de suprimentos: conceitos, estratégias, práticas e casos (3a ed.) São Paulo: Atlas.
PLANETA ORGÂNICO. (2017) Posição do Brasil no mercado de alimentos orgânicos. Recovered in 4 april, 2017, of http://www.planetaorganico.com.br.
RESEARCH INSTITUTE OF ORGANIC (FIBL) Agriculture and The International Federation of Organic Agriculture Movements (IFOAM) (2016) The world of organic agriculture: statistics & emerging trendes. Switzerland: FiBL/IFOAM.
RINDFLEISCH, A.; HEIDE, J. B. (1997) Transaction cost analysis: past, present, and future applications. Journal of Marketing, v. 61, n. 4, p. 30-54.
ROUSSEAU, J. J. (1999) Emílio ou da educação. São Paulo: Martins Fontes.
SAHAY, B. S. (2003) Supply chain collaboration: the key to value creation. Work Study, v. 52, n. 1, p. 76-83.
SAMBIASE, M. F.; MOORI, R. G.; SATO, G. S. (2004) Um estudo exploratório dos fatores relevantes na decisão de compra de produtos orgânicos. Revista de Administração Mackenzie, São Paulo, v. 5, n. 1, p. 13-34.
SELES, B. M. R. P.; JABBOUR, A. B. L. S.; JABBOUR, C. J. C.; DANGELICO, R. M. (2016) The green bullwhip effect, the diffusion of green supply chain practices, and institutional pressures: Evidence from the automotive sector. International Journal of Production Economics, v. 182, p. 342-355.
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SILVA, R. B. (2017) Percepções dos varejistas da cadeia de suprimentos da indústria farmacêutica em relação ao efeito chicote (EC): uma abordagem qualitativa. Desafio Online, Campo Grande, v. 5, n. 3, p. 330-350.
SIMATUPANG, T. M.; SRIDHARAN, R. (2002) The collaborative supply chain. International Journal of Logistics Management, v. 13, n. 1, p. 15-30.
SIMATUPANG, T. M.; SRIDHARAN, R. (2005) An integrative framework for supply chain collaboration. International Journal of Logistics Management, v. 16, n. 3, p. 257-274.
SIMATUPANG, T. M.; SRIDHARAN, R. (2008) Design for supply chain collaboration. Business Process Management Journal, v. 14, n. 3, p. 401-418.
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SHEU, C.; YEN, H. R.; CHAE, D. (2006) Determinants of supplier-retailer collaboration: evidence from an international study. International Journal of Operations and Production Management, v. 26, n. 1, p. 24-49.
SOUZA, M. C. M. (2003) Aspectos institucionais do sistema agroindustrial de produtos orgânicos. Revista Informações Econômicas, São Paulo, v. 33, n. 3.
SOUZA, A. P. O.; ALCÂNTARA, R. L. C. (2011) Alimentos orgânicos: estratégias para o desenvolvimento do mercado. In: NEVES, M. F.; CASTRO, L. T. (Orgs.) Marketing e estratégia em agronegócios e alimentos. São Paulo: Atlas.
SVENSSON, G. (2005) The multiple facets of the bullwhip effect: refined and re-defined. International Journal of Physical Distribution & Logistics Management, v. 35, n. 10, p. 762-777.
VILCKAS, M.; NANTES, J. F. D. (2007) Agregação de valore: uma alternativa para a expansão do mercado de alimentos orgânicos. Organizações Rurais e Agroindustriais, Lavras, v. 9, n. 1, p. 26-37.
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Most lessons at the Monart School of Art are group lessons. Private art instruction, however, is an opportunity to have the teacher's undivided attention for questions and support. Private instruction is perfect for students who cannot attend scheduled lessons, or someone not comfortable in a group setting. Our certified Monart instructors can work with individuals trying media for the first time, or support artists with a work in progress who may be looking for a new direction. We require a commitment of 4 classes at the same designated time each week to begin private lessons. Committing to a minimum of four lessons provides the student opportunity for introduction, learning and growth. Many of the teen-adult lesson plans are adapted from the college level. Our instructors will help you first learn how to draw, then work with you to develop your personal style and take your art to the next level. Lessons are customized to build students' skills and knowledge of art, keeping their interests in mind.
Private Lessons at Monart School of Art: Weekday early afternoons or after school, and Saturday afternoons are currently available for private art instruction. Tuition is for one hour of instruction, all supplies included.
Private Lessons at your home: Weekday early afternoons or after school, and Saturday afternoons are currently available for private art instruction. If the instruction is for children at your home, a parent must be present at the home. Tuition is for one hour, all supplies included.
Tuition will be automatically billed to your credit card on a recurrent monthly basis unless Monart School of Art receives written cancellation notice two weeks in advance. Tuition for unused classed will not be refunded or credited for future classes.


" ...... some text .... ammended by Rule 80/85 published in 05/12/2000"
You are asking the program to guess and infer what you want from unclear information. That will be tricky.
Clearly you can do things like keyword matching in a database..
... and then bang the first column against all entered text to see what sticks... Then again you would have to do this for all instances.
Outside of that if you would have to build some interesting regex strings to get pertinent information out.
What medium are you using to display information to the user? A webbrowser, a label or what?
I m highly convinced after reading your reply that you could help me by hinting me with some code .
I really need help with that , the application can be either browser based or not .
your quick assistance is very appreciated .
Save Files Automatically In Program Dir.


Is your CLE reporting cycle due date near? Are you a few credits short?
Let the PBCBA help you!
The Palm Beach County Bar Association offers members and non-members various ways of acquiring CLE credit hours. In addition to live seminars, we offer audio recordings from seminars previously held at the Palm Beach County Bar Association as well as from the Orange County, Hillsborough County, Dade County and Clearwater Bar Associations. The seminars are available by digital download 24/7 or on CD.
To order CDs or downloadable content, click here to place your order online. If you prefer to submit your order with a check, there is a downloadable form available on the site as well. Contact Eva Gray for additional information. Please allow 7 days preparation time when ordering CDs. There will be a $25 fee for rush orders and will be ready within 3 business days. PBCBA annual membership fees are $150.
Pre-registration is required for all seminars as walk-ins cannot always be accommodated. Please click on the links (PDF) above for more detailed information about each seminar. To register, go to the seminar listing on the calendar. PLEASE NOTE: A HARD COPY OF THE MANUALS WILL NOT BE PROVIDED AT THE SEMINARS; AN EMAIL WILL BE SENT TO YOU PRIOR TO THE SEMINAR WITH THE MATERIALS.


text:
86 Pounds Of Cocaine Found On Brazilian President's G20 Entourage
Jair Messias Bolsonaro may have a questionable entourage.
Brazil's newly minted president Jair Bolsonaro garnered a lot of attention during his campaign due to his far-right ideas and promise to crack down on drugs. Yet, recently, a member of Bolsonaro's entourage was arrested in Seville after police found a total of 89 pounds of cocaine in his luggage. The affiliate was actually a member of Bolsonaro's aircrew and was identified as Sergeant Manoel Silva Rodrigues. Rodrigues was accompanying Bolsonaro to the G20 summit which was held in Japan and the crew member was flying ahead in a separate plane.
Alexandre Schneider/Getty Images
Moreover, in an attempt to disguise the cocaine as "cheese" according to reports by NPR. Bolsonaro tweeted that he had "no relationship" with the individual arrested and that his team considered the incident to be "unacceptable." "I demanded an immediate investigation and severe punishment of the person responsible for the narcotic material found on the FAB plane. We will not tolerate such disrespect to our country!" was the translation of what he wrote. Relatedly, Brazil's Defense Ministry shared with BBC that they were "investigating the facts and launching a military police inquiry." As such, the discovery of cocaine on the flight crew member was particularly embarrassing for the Brazilian leader considering he campaigned an extreme, no-tolerance stance on drugs and crime.
TagsBrazilianCocaineEntourageG20PoundsPresidents
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Digital Library User Experience #UX Specialist - helping @deakinlibrary design inclusive digital services.
Senior Web Designer, working from 6+ years in web designing, print media designing and little bit animation work.
Quality Web Solutions, a leading web design and web programming company, offers the most efficient flash design and logo design services. You can also avail user-friendly content writing and blog customization solutions at the most affordable rates.
Web developer/designer, love to fish, camp, read and tinker. I love the Lord Jesus and try and do my part to be salt and light in a world filled with darkness.


text:
DANCING TO LIVE BANDS IN THE 1960s.
By the late 1960's, a new venue for dancing to live bands, came in the form of..... neighborhood Beer Halls.
America's first real discotheque, The Whisky A Go Go, on the Sunset Strip, declined in the late 60's, followed by the Cheetah and the Kaleidoscope. Soon there was no place to go but the Shrine Auditorium, if you wanted to dance to live bands. However, If you wanted a more intimate setting, local Beer Bars. were the answer.
An article featured in Eye Magazine, about the LA Scene in the late 1960s talked about one of the most popular neighborhood beer halls in town. "Mom's" was a bar in Westwood Village, two blocks from UCLA, that was comprised of 5 rooms of an old warehouse. The floor was sawdust covered, and the decor was.... Halcyon, Frat-House-Renaissance ..... toilet bowls, wash basins, traffic signs, Beatles posters, wagon wheels and old hairdryers. Over the doorway hung a full length portrait of Mom, a red hot cartoon travesty of Little Annie.
Al Hall on the right, with his brother Gary.
Most every weekend you could find me at Mom's dancing, while my boyfriend Al Hall, and his band, the Graven Image, played to a rip-roaring mob, gyrating to deafening electric guitars and over-the-top drumming. Even though the Graven Image was a very talented and popular band in 1968 and '69, it was difficult for them to fit the "long-hair" band image at that time because Al and Gary were in the Marine Corps Air Wing Reserve..... and their hair and sideburns had be trimmed each month before their drill weekend to comply with Marine Corps regulations.
Here's Al and Gary Hall with Graven Image lead singer, Joan Coogan, who was TV & film star Jackie Coogan's daughter and who was also half sister to actor, Don Stroud.) Jackie and Don would often come hear the band play and so did Jan and Dean and a few other name bands.
It's been 40 years since I've seen Al Hall, but we talked on the phone recently and he told me the whole short hair story. Here is a letter the band's management company, Century Artists' Ltd, wrote to Al and Gary's commanding officer.
Al also wrote a letter to his Congressman, Charles H. Wilson in 1968, explaining their plight: "We want to serve our Country, but we also want to look professional in our chosen occupation."
An excerpt from the Congressman's reply letter read....
"Your only recourse is staying in the reserves and complying with their grooming regulations, or file a formal application for a hardship discharge. Should you decide to make such application I will do everything possiblein your behalf."
The Graven Image once had an opportunity to be the opening band at a concert featuring "Spirit,"....
(I Got a Line On You Babe,) but the promoters decided against them, evidently because of their short hair. Over the next year this, plus their 2-week absence each summer for active duty, caused friction and growing discontent with the other band members who did not have to serve in the Military. The constant turmoil caused the breakup of the Graven Image near the end of 1969.
Had Al and Gary been able to grow their hair, they might have looked like this.... and Graven Image might have gone on to be a serious Rock group. However, love of Country came before career.
Al Hall, drummer Gary Green, and Gary Hall in the
1970's, when they were the U.S. Males.
Al contacted former band mates and soon had the U.S. Males back together again. A while later Al and former drummer John Acquarelli purchased their own bar in Playa Del Rey, called The Gallery, and it became a very popular bar/dance hall in the early 1970's.
The U.S. Males 20 year Anniversary Reunion in 1985. In this picture, Gary Hall, Al Hall, Gary Green, Neil Gunny and John Acquarelli, (the original drummer) singing, "Blue Moon," acapella.
The party was invitation only, and once everyone arrived, there were over 500 in attendance. The bar manager told the band afterwards, "We have never poured as many drinks for ANY event in the entire ten years I have been here, and they were the nicest, most well behaved group of people I have ever seen."
During those fun years between 1967 and 1971, you could find me sitting on the stage, watching my boyfriend, Rock Out... I danced most every dance, and was called, Little Surfer Girl, Little Queenie and The Dancing Queen. Al and I split up when my parents moved to Newport Beach. We both married and had no contact until now.
Here is an earlier post about Al and Sharrie.
http://www.maybellinebook.com/2012/03/sale-of-maybelline-co-was-blessing-and.htmlbook.com/2012/03/sale-of-maybelline-co-was-blessing-and.html
Read more about my life in the 1960's.... and after the sale of the Maybelline Company, in my book, The Maybelline Story and the Spirited Family Dynasty Behind It.
Labels: 1960s clubs, Al Hall, Eye Magazine, Jackie Coogan, Rock and Roll, Sunset Strip, Whisky A Go Go


Microsoft confirmed during the weekend that cybercriminals managed to compromise the account of a support agent and then access users' email accounts.
The hack is apparently the outcome of hackers gaining access to customer support account for Outlook.com, a tool that does give support agents full access to Outlook.com emails. With these credentials the hackers could use Microsoft's internal customer support portal, which offers support agents some level of access to Outlook.com accounts.
In an email being sent to affected users, Microsoft claims that apart from the content of the emails including attachments, the hackers could have possibly viewed account email addresses, folder names and subject lines of the mails sent and received, The Verge reported on Saturday. They told Motherboard that they can indeed access email contents and have shown that publication screenshots to prove their point. The hack did not affect enterprise accounts, it added. Although the source claims this went on for at least six months, Microsoft says the hackers had access from January 1st to March 28th.


text:
@class AbstractUIWidget;

@interface CubeView : UIScrollView

@property (nonatomic, strong) AbstractUIWidget *widget;
@property (nonatomic, readonly) UIView *actionView;

@end

redpajama_set_name: RedPajamaGithub


The binary nitride semiconductors (gallium nitride, aluminum nitride and indium nitride) have brought about a revolution in lighting technology. We have light emitting diodes that fit into incandescent light sockets and, though currently they cost more than incandescent bulbs, last twenty times as long and use roughly one-tenth the amount of power for the same amount of light produced. The binary nitrides are much more robust than is silicon, so they are also taking over much of the power electronics market, which is even larger than the lighting market.
Our research focuses on experimental and theoretical studies of one class of complex nitride semiconductors that are related to the binary nitrides—the so-called "heterovalent ternary nitrides". Two of the many examples are zinc germanium nitride and magnesium tin nitride. The lattices of these crystalline materials are related to that of the binary nitrides. The atoms are arranged similarly, but the lattices are more complex. We seek to explore new physical phenomena that emerge from this greater complexity, and to incorporate these materials into new devices that take advantage of their unique properties.
In addition, much of our research concentrates on developing new growth methods for these materials. Since many of these are composed entirely of abundant, nontoxic and inexpensive materials, unlike, for example, gallium and indium, one additional motivation for our research is to seek ways to replace materials toxic and expensive elements with these.
"Vapor-liquid-solid synthesis of ZnSnN2", Paul C. Quayle, Grant T. Junno, Keliang He, Eric W. Blanton, Jie Shan and Kathleen Kash, Phys. Status Solidi B, 1600718 (2017).
"Charge-neutral disorder and polytopes in heterovalent wurtzite-based ternary semiconductors: The importance of the octet rule", Paul C. Quayle, Eric W. Blanton, Atchara Punya, Grant T. Junno, Keliang He, Lu Han, Hongping Zhao, Jie Shan, Walter R.L. Lambrecht and Kathleen Kash, Phys. Rev. B91, 205207 (2015).
"Synthesis, lattice structure and band gap of ZnSnN2", Paul Quayle, Keliang He, Jie Shan, Kathleen Kash, MRS Communications (2013).http://dx.doi.org/10.1557/mrc.2013.19.
"ZnGeN2: The Effects of Growth Conditions on Morphology, Ordering and Optical Properties", E. Blanton, P. Zhao, K. He, J. Shan, H. Zhao and K. Kash, Online Proceedings of the 2012 Fall Meeting of the MRS Society, Photovoltaic Technologies—Materials, Devices and Systems E19.93 (2013).


text:
Q: What's the difference between using * and using & in C++ functions? I am trying to find out using the below code with sort an array in asscending order. And I find method 1,2,3,4 all get the same result:1234.
Which method is the best?
And when and why should should I use pointer /reference? Thanks you.

*

*Using & to call, and * in function parameter

*Just used * in function parameter

*Just used & in function parameter

*nothing:
#include <iostream>
using namespace std;

void swap(int a,int b){

    int t;
    t=a;
    a=b;
    b=t;
}
void main(){

    int a[]={1,2,3,4};
    for (int i=1; i<3; i++)
        for (int j=3; j>i;j--)
            if(a[j]<a[j-1])
                swap(a[j],a[j-1]);

    cout << a[0] <<a[1]<<a[2]<<a[3];
}

A: Your first two versions are identical. They both explicitly pass a pointer in to the function.
Your third version has the same semantics, but different syntax. References can be seen as pointers with nicer syntax.
Your fourth version doesn't actually swap the variables you pass in because you pass by value, so they are copied.
I would prefer the third version as it is clearer.

A: Generally, references are more of a convenience thing. They allow the programmer to pass objects by reference without explicitly saying they want to do so
For example, this code
// C-style pointers
some_func(int* x, int* y)
{
    (*x)++;
    (*y)++;
}

...

int x = 5, y = 8;
some_func(&x, &y);
// x == 6 and y == 9

Is effectively equal to this code
// C++-style references
some_func(int& x, int& y)
{
    x++;
    y++;
}

...

int x = 5, y = 8;
some_func(x, y);
// x == 6 and y == 9

Both achieve the same result.
Also, in the case with classes/structs, references allow you to have direct access to class/struct members without having to type that stupid arrow (->):
class Example
{
    public:
        Example();
        int x;
        int y;
}

...

void do_something(Example& ex)
{
    ex.x++;
    ex.y++;
}

instead of
class Example
{
    public:
        Example();
        int x;
        int y;
}

...

void do_something(Example* ex)
{
    ex->x++;
    ex->y++;
}

Please note that references used in this manner are a C++ feature only (there is no support for this in C). In C++ you have the choice of using either pointers or references, but IMHO references look 'cleaner' and require less typing (thus reducing the risk of RSI).

A: I don't see a difference between 1. and 2.. But in general:

*

*Passing pointers is passing an address to a variable. Then you modify something under this address using dereference i.e. *a.

*Same.

*Is passing via reference, it is basically equivalent of passing pointers with nicer syntax. There are of course some "minor" (from a beginner's point of view) differences, such as, you cannot make an empty reference (nullptr).

*Is passing by value, which does not operate on original operands but on their copies. At the function call, temporary copies of arguments are made. This means, you won't see changes to the argument outside of the function.
The general order of preference is:

*

*Use references, or const references.

*If you need to make a copy of the object anyways, pass by value.

*Smart pointers.

*Pointers. Normal user should almost never need to resort to this.

Using references is preferred, because c++ prefers value-semantics. In other words, treating things like variables, i.e. not handlers/pointers. So when you pass a variable to a function, you type it naturally, even if you want to change it. You want to use the object, you pass the object. You don't care that under the hood it uses handlers.
Pointers are generally reserved for operations which deal with ownership of objects.
Separating pointers and references in such way makes it possible to express separate semantics with separate syntax. This makes code more readable.

A: First of all, I would like to point out that you shouldn't have used
int a[]={1,2,3,4};

in your code, because your program will always display 1234 even if your swap function does not work well. Therefore, you should use something like
int a[]={2,4,1,3};

Secondly, method 1 and method 2 are exactly same. There's no difference at all.
Thirdly, method 4 does not work properly, because the data in the array 'a' hasn't been modified. This happens because you have passed the variables 'by value' rather than 'by reference'. You are getting 1234 as output because that's what you have assigned to the array.
Finally, the only choice you have is between 'method 1' and 'method 3'.
I would suggest 'method 3' because it is simpler to use and less prone to confusion (and errors) as compared to 'method 1'.

A: In some cases, passing by reference allows the compiler to keep a register based variable in that same register in the called function (as opposed to storing the value in local memory and passing an address to that local memory to the called function).

redpajama_set_name: RedPajamaStackExchange


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text:
Towards nationwide control of schistosomiasis in Yemen
A pilot project to expand treatment to the whole community
Oshish, A., AlKohlani, A., Hamed, A., Kamel, N., AlSoofi, A., Farouk, H., Ben-Ismail, R., Gabrielli, A. F., Fenwick, A., & French, M. D. (2011). Towards nationwide control of schistosomiasis in Yemen: A pilot project to expand treatment to the whole community. Transactions of the Royal Society of Tropical Medicine and Hygiene, 105(11), 617-27. https://doi.org/10.1016/j.trstmh.2011.07.013
Both the urinary and intestinal forms of schistosomiasis are thought to be widespread in the Republic of Yemen, with estimates of 3 million people infected and 600 000 suffering clinical morbidity. Sub-national control has been ongoing since 2006 via the distribution of praziquantel (PZQ) against schistosomiasis and albendazole (ALB) against soil-transmitted helminths using school-based treatment. In preparation for a 6-year nationwide control programme with the aim of expanding treatment to the wider community, a new programmatic approach of complementing school-based distribution with community-based treatment was trialled in 10 highly endemic districts in three governorates in December 2009. The new approach achieved coverage of 90.1% of non-enrolled children: a 40% increase compared with the same districts in 2008, and coverage of 97.9% of enrolled children: a 2% increase compared to 2008. Coverage of females (children and adults) was 81.8%, and of adults in general was 73.9%. The total cost per person treated was US$0.66 (US$0.79 in 2008), which includes training, health education, social mobilization, distribution and drugs. These results provide hope that a combined school and community-based approach can be successfully implemented on a wider scale during the main control programme in 2010-2015, with approximately 10 million people targeted in the first year alone.
Michael French


text:
What is Economic Nationalism?
Economic nationalism is a concept that is based on state intervention. This ideology is also known as economic patriotism and shares many similarities with populism. This form of economics employs market policies that control the domestic economy. The labour and capital formation techniques used in economic nationalism involve the imposition and fair distribution of tariffs. Governments will impose restrictions on how society manages vital economic pillars. The transport, sale and purchase of labour, goods and capital form the core tools of economic nationalism. The fundamental principles of this ideology emphasize that the economy should support nationalistic ambitions. Economic nationalists firmly believe that global economic needs should not be put ahead of domestic interests. This philosophy actively contradicts the benefits of globalization and unrestricted free trade.
Economic nationalists generally favour protectionism. They argue that the country's domestic markets must be supported until they reach a point of economic self-sufficiency. This group advocates for more significant state influence and assistance in managing domestic markets. Issues of national security and the military are paramount to protecting the country from foreign pressures. Mercantilism is often confused with economic nationalism. The two concepts are similar, although they are not the same. Economic nationalists often argue that international trade offers almost no benefits to domestic markets meaning there are no relative gains. Mercantilism doesn't see free trade as zero-sum; instead, they believe there are mutual gains from increased international trade.
Industrialization is a crucial objective of economic nationalism. Building up a nation's industrial capacity through the assistance of the state is a primary goal. Economic nationalists advocate for this because they argue there will be economic spillover effects on the economy. It also contributes to their overall goal of achieving economic self-sufficiency. Economic self-sufficiency is key to gaining political autonomy and increasing the nation's military power.
Economic Nationalism Significance
Economic nationalism gained relevance because it is necessary to create, bolster and protect national economies. Domestic markets are often under siege from the larger competitors in the context of world markets. The state supports specific industries well, making it difficult for domestic markets to compete with their international rivals. The arrival of globalism brought the rise and institutionalization of economic nationalism. This ideology emerged to prominence in the 20th century. It gained momentum due to the ongoing financial crisis and was supported by nationalist movements.
Economic nationalism has long been an ideology that never truly faded away. In recent years, researchers have been noticing a surge in momentum. However, this may be due to the financial crash of 2011. Many countries have therefore imposed protective barriers to trade. These barriers were initiated because sovereign debt has caused domestic transactions to move into global markets. The global economy is very fragile and competitive. For businesses to successfully gain an edge they will need to understand the integration, complexity and extensity of joining this wheel. Many economies have implemented policies to protect them in case the world faces economic Armageddon.
This factor is significant because any turbulence that the world's economy experiences has the power to affect almost every nation. The critical defence that countries have against this is economic nationalism. Governments will have to step in to prevent chronic levels of sovereign debt. Many scholars who are sceptical about economic nationalism know there will likely be greater economic nationalism if the world economy continues to struggle. To succeed in these areas, it is essential to plan, regulate and respect the financial functions of the various models found in global trade.
Economic National Policy is a statement that outlines the financial restrictions and broad principles to be applied to the economy. This document outlines the general course of action adopted by the national government. National policy is often crafted in response to a problem or pursuit of a specific economic objective. These policy directives are often where economic nationalism points are found. These decisions are made at the highest level and often represent the beliefs and ideologies of the politicians who made them.
Example of economic national policy includes trade restrictions, tariffs, import quotas, and subsidies. For example, a government may impose tariffs on imported goods to protect domestic industries and manufacturers of similar products. Subsidies are also an economic policy tool used to encourage businesses in certain industries or areas. This is done by providing financial support to these companies that then help them compete with foreign rivals.
Business Nationalism
Business nationalism comes from economic nationalism. Right-wing politicians in the U.S. often advocate for this ideology. It argues that a conservative approach to business and industrialism is key to protecting domestic financial sectors. These political leaders advocate for a national trade policy isolating foreign markets. This type of policy is confrontational for democrats who argue this goes against the central ethos of capitalism. The debate has caused a power struggle with international corporate interests. International conglomerates often possess significant resources making them highly influential within the political sector. Business nationalists have to compete with other groups to get their ideas accepted. To do this, they sometimes use populist rhetoric. This tactic has been key to achieving a more comprehensive range of support among the middle and working-class sectors of the economy.
Import Substitution Industrialization
Import substitution involves replacing imports with locally produced alternatives. Many domestic suppliers often turn to international suppliers due to their more attractive pricing models. Economic nationalists argue that it is necessary to implement trade and monetary policy to help make domestic markets more financially competitive. The key objective of this policy is to reduce foreign dependency through improved local production.
Economic nationalists argue that there is a need for the state to control the economic and social matters of its citizens. This advocacy is based on the premise that nation-building can be sabotaged by greedy corporates seeking cheaper imports.
Economic Nationalism Critique
Economic Nationalism has presented a challenge for citizens, as numerous locals favour domestic goods. This inclination to buy domestically-produced products has handed producers an unfair advantage in creating monopolies. With fewer choices available to them, local customers are all too vulnerable to exploitation from firms that take full advantage of this reality by driving prices higher in their pursuit of bigger profits.
Economic Nationalism is not a perfect solution, but it does have the potential to improve social and economic conditions in certain countries. It is important for governments to understand its implications and apply them thoughtfully when developing policy. By doing so, they can ensure that the policies are beneficial for their citizens and help create a better society for everyone. In the long run, Economic Nationalism can be a powerful tool to promote prosperity and social justice.
Trade War Advantages and Disadvantages
What are Economic Ideologies?


text:
LETTERS/COLUMNS
You think youre not being heard?
If you're expecting this column to deal with the recent protests, you will be surprised. Protests are, indeed, being heard, but not always in a positive way. And certainly, the violence is deplorable.
Although immigration reform is at the base of these remarks, that's not the main point. I'll have to work up to that.
What would you think if you received a call from The White House, the one in Washington, D.C.?
You probably wouldn't be quite so surprised if you had written a letter to the President about the immigration issue. That happened to my great-nephew, Brett Duncan.
It was, happily, a complimentary call: Would Brett give permission for the President to quote from his letter during Mr. Obama's Tuesday night speech in Chicago?
Brett did, the President did, and the Office of the Press Secretary sent Brett a complete transcript of that event, even including interruptions from the audience. The paragraph below is copied directly from that transcript:
"As you can imagine, I've gotten a lot of letters and a lot of emails about immigration over the past few days. And some have said it was a mistake for me to act. But then others remind me why I had to. One letter I got last week came from Brett Duncan, of Dawsonville, Ga. And Brett is a Republican, and so he doesn't really agree with me about anything. (Laughter) Well, maybe everything. His ancestors came over from Scotland before the Civil War, so his immigration status is pretty much settled. (Laughter) But he's done missionary work overseas. He knows what it's like to be a stranger. And over the years he's gotten to know a lot of the new immigrants in his community. And here's what he said. He said: 'Their children are as American as I am. It would be senseless to deport their parents. It would be bad for America. I believe,' Brett wrote, 'that a human being, created in the very image of Almighty God, is the greatest resource we have in this country.' (Applause)."
One thing that makes Brett's comments even more special is that Brett and his wife, Trina, have actually brought an immigrant to Dawsonville. They made two trips to Ethiopia to accomplish the paperwork and legal arrangements to bring their adopted son, Yared, to join their three children in Dawsonville. Yared is an intelligent, outgoing lad, who has quickly become an integral part of his family and community.
Many of us think about writing letters, sending emails, or making phone calls to our elected officials -- local, state, national. But most of us do not take actions, believing that one opinion would not really be heard or heeded. Perhaps that feeling is especially true if the official is not from the same political party.
Depending upon the convictions of the official, your opinion may not always be heeded, but it will generally be heard or at least tallied. So any citizen should feel free to express that opinion -- not necessarily through public protests, however.
On the subject of elected officials, may I congratulate State Senator Steve Gooch on his recent election as Senate Majority Whip. I can assure you that he does listen, even to me when I don't agree. Who knows, it may be possible to cause someone to change positions.
One can always try.
Helen Taylor's column appears periodically in the Dawson Community News.
Letter to the Editor: On a previous letter


text:
(-) Young Key Populations
Orphanhood and completion of compulsory school education among young people in South Africa: findings from a national representative survey
We examined the association of orphanhood and completion of compulsory school education among young people in South Africa. In South Africa, school attendance is compulsory through grade 9, which should be completed before age 16.
A Review of education policy to address the active and passive exclusion of learners affected by HIV and AIDS from attending or participating in schooling
The study focuses on four key barriers to education, which are most prominent for children affected by HIV and AIDS, namely: HIV/AIDS-related illness of learners; Grief and trauma associated with illness and death of family/household members; Increased domestic responsibility (and exploitation th
HIV prevention among vulnerable populations: the Pathfinder International approach
This publication provides a background in the risks faced by populations especially vulnerable to HIV and AIDS. The document outlines strategies effective in prevention of HIV and AIDS among sex workers, men who have sex with other men, and injecting drug users.
Life or lunch, what do we choose? HIV/AIDS in the workplace
This paper illustrates how HIV/AIDS is affecting teachers as individuals and as professionals. Teachers are expected to play a major role in combating HIV/AIDS, but at the same time, the results of this study show that they are also being affected by the disease.
National orphans and other vulnerable children policy
This policy provides the framework for responding to the concerns and needs of orphans and other vulnerable children.
Como Edificar a Resiliência das Crianças Afectadas por HIV e SIDA
Como Edificar a Resiliência das Crianças Afectadas por HIV e SIDA esta um manual elaborado por Irmã Silke-Andrea Mallman com a colaboração da Ação Católica de Apoio ao AIDS, Maskew Miller Longman e UNESCO em 2004.
The impact of HIV/AIDS on the schooling of female students in Addis Ababa
In Ethiopia, in 2003, 2.9 million adults and 250 000 children are living with HIV/AIDS. About 90% of the reported AIDS cases are between the age 20 and 49 and this age group is among the productive sector. However, research has revealed (UNESCO Prospect Vol. XXXIII No.
Conference Reports | 2004
HIV/AIDS and teacher education. Consultation on HIV/AIDS and teacher education in East and Southern Africa
Education has a pivotal role to play in HIV/AIDS prevention and mitigating its effects. The special responsibility of schools and teachers as role models and instructors has been acknowledged for more than 20 years.
National plan of action for orphans and other vulnerable children Zimbabwe
The NPA for OVC was developed with the participation of children as key stakeholders at the National Stakeholders' Conference in June 2003.
Advocacy Materials | 2004
Deadly Delay: South Africa's Efforts to Prevent HIV in Survivors of Sexual Violence
This 73-page report documents how government inaction and misinformation from high-level officials have undermined the effectiveness of South Africa's program to provide rape survivors with post-exposure prophylaxis (PEP) — antiretroviral drugs that can reduce the risk of contracting HIV from an


text:
Q: Add a point in INPUT app that is not on my current position I have a project that I have uploaded into the INPUT app. Is there a way to add a point in one layer that is not at my current position?
When I press the "RECORD" button it takes me to my position according to the GPS.

A: Yes, if you move the map and centre it around the point you want to record, it should capture the centre of the map as the recorded point.


text:
Q: Почему вывод в консоль (двух переменных и функции подряд) одинаковый? std::bitset<8> b(1);
std::cout << b << std::endl << b.flip(1) << std::endl << b;

Почему вывод на консоль после этих инструкций
00000011
00000011
00000011

, а не
00000001
00000011
00000011

?

A: В C++ порядок вычисления аргументов функции не определен (Стандарт С++ секция 5.2.2/8).
Вы можете думать о конструкции (опустим << std::endl << b; для краткости)
std::cout << b << std::endl << b.flip(1);

как о:
std::operator<<(std::operator<<(std::cout, b), b.flip(1));

Очевидно, что, исходя из стандарта, ничто не мешает компилятору сначала посчитать b.flip(1). Соответственно, возникает неопределенное поведение (так как ближайшая точка следования находится при вызове функции, после вычисления ее аргументов).
P.S. Вот хорошая статья на тему точек следования.

A: В онлайн компиляторах разных версий плюсов (вроде ideone и C++ Shell) вывод такой же, как у Вас. Похоже, это не исключение, а норма. Возможно, это прописано в спецификации В целом же, использование в одной строке нескольких разных значений одной переменной грозит неопределённостью (cppreference.com).


You can test OpenSkipper with NMEA simulator. NMEA simulator can send simulated data to COM port. So you need linked COM port pair for testing. This can be done with 2 real COM ports linked with null modem cable or great null modem emulator com0com. Here are instructions for installing all necessary applications without need for any physical COM port for testing.
If you have Windows 8/8.1 do first extra procedures on "Disable driver signature enforcement for Windows8" at the end of the page.
On installation, untick COM#-COM# selection.
At end of installation choose "Launch Setup" or Start "All Programs"-com0com-Setup.
Check for both CNCA0 and CNCB0 "enable buffer overrun"
Rename CNCA0 -> COMN2KIN and CNCB0 -> COM27 and press Apply.
Tick "Run"-checkbox on middle low.
Download latest OpenSkipper http://www.kave.fi/Apps/OpenSkipper/OpenSkipper.zip Note that official version will be on http://sourceforge.net/projects/openskipper/files/, update may be sometimes delayed.
With default package settings you will get error about missing COM ports. Just pass them with OK.
Choose View-"Data Streams..."-"NMEA 2000 (Actisence NGT-1-USB)".
Choose port COM27 for Main NMEA2000 stream, if it is not already selected.
If stream stated is not "Connected", press Connect.
Now if everything went right, you should see data on OpenSkipper from NMEA simulator. You can e.g. slide throddle up and turn rudder a bit, then your boat start to move and slowly turn. You can see values changing on OpenSkipper displays.
First change web server port to 2222 by going to OpenSkipper File-"Settings..." and fill 2222 to "WWW port:" and press OK.
If you want to try web pages from any computer within your network, uncheck "Local host only".
Check "Enable Web Server". Open skipper may complain about setting server rights.
Next you can start to define diplays for OpenSkipper for your own needs. You can also create an other COM port pair on com0com setup and rename them e.g. COMIN-COMOUT (OpenSkipper can only see port names starting with COM) and then use that pair for NMEA0183 data on simulator and OpenSkipper. So in principle you can simulate your own yacht data by configuring related data to simulator and OpenSkipper.
Have fun, but when you go out to the sea, remember to turn OpenSkipper to use real data instead of simulated data!
You can use NMEA simulator for personal use for free. For commercial use, please contact author (see Help-About on NMEA simulator) to support development.
There is no warranty, so use all applications with your own risk.
Below are simple textual instructions.
After Restart select option 7.
Now you can run your driver setup program.


U.S. policy on the Middle East, in general, and on Palestine, in particular, witnessed a seismic shift in the closing days of 2017: the U.S. president announced his decision to recognize Jerusalem as the capital of Israel, and to move the U.S. embassy there. While it came as a shock, the announcement was not a complete surprise: in fact, this essay argues, the decision is in line with a long history of bias in Israel's favor, and constitutes the abandonment of the earlier U.S. pretense of impartiality. The Jerusalem decision is part of what has been termed an "outside-in" approach to the conflict, whereby U.S. client states in the region gradually normalize relations with Israel and accept standard Israeli positions, while simultaneously pressuring the Palestinians to make further concessions to Israel. Taking into account the new international environment, and the equally deep shifts in U.S. public opinion, this commentary also explores the possible formulation of a new strategy to advance Palestinian aspirations for liberation and a just peace.


Location I would like to "Thank" everyone for the terrific photos that you put on this Wonderful forum..!!
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