Trident Log302 Full Course

Module 1 – Background

Facilities Planning and
Warehousing

This list of sources is intended to be
adequate, but not all-inclusive. You should feel free to search the Web. Search
terms: Warehouse, Warehousing, Warehouse planning, Warehouse operations, Warehouse
safety.

Required Sources

Arshina, A. (2011). Warehousing; A role beyond
storage. Retrieved on 13 Jan 2015* from.slideshare.net/arsh_anum/warehousing-7785921″>http://www.slideshare.net/arsh_anum/warehousing-7785921

Atteberry, J. (2015). How 2-D barcodes work
(First of 3 pages). Retrieved on 13 Jan 2015* from.howstuffworks.com/innovation/repurposed-inventions/2d-barcodes3.htm”>http://science.howstuffworks.com/innovation/repurposed-inventions/2d-barcodes3.htm

Bonson, K. & Fenlon, W. (2015). How RDIF
works (First of 10 pages). Retrieved on 13 Jan 2015* from.howstuffworks.com/gadgets/high-tech-gadgets/rfid.htm”>http://electronics.howstuffworks.com/gadgets/high-tech-gadgets/rfid.htm

Brain, M. (2015). How UPC bar codes work
(First of four pages). Retrieved on 13 Jan 2015* from.howstuffworks.com/gadgets/high-tech-gadgets/upc.htm”>http://electronics.howstuffworks.com/gadgets/high-tech-gadgets/upc.htm

Murray, M. (2015a). Warehouse safety.
Retrieved on 13 Jan 2013* from.about.com/od/qualityinthesupplychain/a/warehouse_safe.htm”>http://logistics.about.com/od/qualityinthesupplychain/a/warehouse_safe.htm

Piaski, D. (2012). Warehouse capacity
explained. Retrieved on 13 Jan 2015* from.inventoryops.com/articles/warehouse_capacity.htm”>http://www.inventoryops.com/articles/warehouse_capacity.htm

WFP (2013). Calculating warehouse space (A
page from the World Food Program Logistics Operational Guide). Retrieved on 13
Jan 2015* from.logcluster.org/response/warehouse-management/LOG-2-6-WAREHOUSE-SAMPLE-Calculating%20Warehouse%20space.pdf”>http://log.logcluster.org/response/warehouse-management/LOG-2-6-WAREHOUSE-SAMPLE-Calculating%20Warehouse%20space.pdf

*Note: When citing a source, be sure to enter the
date you accessed it.

Module 1 – Case

Facilities Planning and
Warehousing

Case Assignment

You and your rich friends are entrepreneurs in
Silicon Valley, but you don’t have the smarts to either build new devices or
write new apps. (Sorry.) Instead, you’re interested in tapping a more prosaic
market; the geeks who build new devices, and write new apps.

These guys and gals, both employees and
graduate students, never seem to sleep. And they get hungry at all hours of the
day and night. This has been good news for the various pizzerias and burger
joints that never close, and also offer 24/7 delivery. But you have a feeling
that the market for prepared food is saturated. Further, it doesn’t satisfy
everyone’s needs. What about the geek girl who feels the overwhelming urge to
cook a tub of spaghetti sauce at 3:00 Sunday morning, but doesn’t have any
oregano? What about the farm boy, overcome with longing for his Mom’s cooking,
who wants some calf’s liver smothered in onions? In other words, what about the
weirdos who actually want groceries at all hours of the day and night?

You have a tentative name for the business:
MyShoppingCart.com. Customers visit the site, and select items for delivery
using one of two shopping modes: by store (specify a business, see what it
sells, and pick items) or by product (specify a grocery item, see which stores
stock it, and pick a store). As usual, the customers fill shopping carts
online, enter their plastic, and await delivery. You plan to charge outrageous
prices, but hey – this isn’t a price-sensitive crowd.

Order fulfillment would take place in one of
two ways; either directly from a store, or from your own small, very
selectively stocked warehouse. Here’s now it would work.

If the store is open, you send a shopping list
to the store, and they fill a box for you to pickup – and add their own markup,
for the extra work. If the store is closed, one of your own agents, bonded and
preapproved by the store, opens the store up, gets the stuff, and leaves an
invoice at Customer Service. If a store isn’t open, and you can’t reach an
agreement with the owners to let one of your guys go rummaging through the
shelves in the middle of the night, then that store wouldn’t be on your website
during the hours that it’s closed.

If the customer orders by product, then you
have two options; either go to the nearest store that has the requested items,
or fill the order out of your own warehouse. The items in the warehouse either
belong to you, having been purchased from a wholesaler, or are there on
consignment – that is, they belong to local merchants, and they’re letting you
keep them and sell them on their behalf. Perishables are either frozen
rock-hard, or (in the case of fresh vegetables) not available unless a market
is open for pickup.

All in all, it would be an ambitious,
enormously complex enterprise. It would be impossible without cutting-edge
apps, which your geek coworkers are developing for you.

At the moment, you’re in the fact-gathering,
preliminary planning stage. The immediate problem is the warehouse. What
information would you need to determine:

1.
A satisfactory site?

2.
What items would need to be kept in stock, and the optimum
stocking level of each?

3.
What size facility is needed – both floor space (sq ft) and
volume (cubic ft)?

4.
An optimum system for locating items, so your employees will
know where to put them when they arrive, and find them when they’re needed?

Pertaining to number 4 above: You’re
anticipating the need for some sort of scanning system that identifies items as
they arrive, keeps track of where they’re located in the warehouse, and issues
instructions for retrieving them. Most, but not all, of the items will arrive
with some sort of computer-friendly label already affixed; however, the label
doesn’t necessarily provide all the information you might need, particularly
for the items that are there on consignment. For those items, it would be nice
to know to whom they actually belong. You’re also interested in the possibility
of generating barcode labels for customers, to be affixed to the sacks and
cartons containing their orders. The delivery people could read those labels
with hand-held devices, and receive real-time driving instructions that take
traffic congestion and road closures into account. The three labeling options
are UPC barcoding, RDIF tags (either single-use or reusable) or 2-D barcodes
using one of the standard protocols.

5.
Which of the three options would be best? Why? Explain.

In conclusion, you should give some thought to
safety.

6.
What are the minimum procedures you should put into place, to
ensure that your warehouse workers (probably no more than one or two people)
aren’t exposed to unnecessary risks?

Assignment Expectations

·
Upload your paper to TLC before the end of the Module.

·
Follow the instructions in the BSBA Writing Style Guide (July
2014 edition), available online at.trident.edu/files/Writing-Guide_Trident_2014.pdf”>https://mytlc.trident.edu/files/Writing-Guide_Trident_2014.pdf.

·
There are no guidelines concerning length. Write what you need
to write – neither more, nor less.

·
Clearly demonstrate your understanding of both the theory
covered in the Module, and the particulars of the Case. In some instances,
there are no specific facts available, and imagination is required. Have fun!

·
References and citations ARE REQUIRED. As a minimum, you should
reference the Module sources. To see how these should appear in you papers,
please refer to the Background Info pages. For good examples of in-text
citations, please refer to the Module Homepages.

Module 1 – SLP

Facilities Planning and
Warehousing

The Trident Session Long Project (SLP) is, in
fact, a session long project. However, each the four discrete assignments is
uploaded and graded separately. The purpose of the project is to embed the
concepts of the course in a real-world example of your own choosing.

Pick an organization to examine throughout the
course. It may be one you work for, or have worked for; but in any event, it
should be one you’re familiar with, and about which you’re able to collect
information. It’s particularly important you be able to collect information
about the following logistical functions:

·
Facilities layout and warehousing (Module 1)

·
Product distribution (Module 2)

·
Logistical quality control (Module 3)

·
Reverse logistics (Module 4)

A few words about each of these
broadly-defined functions may be helpful.

·
Facilities layout and warehousing, from the logistical point of
view, is primarily concerned with the temporary storage, management and
retrieval of materiel received in advance of immediate requirements, and
products either awaiting sale or being held for customers in advance of
agreed-upon delivery dates.

·
Product distribution is the process by which the goods and
services created by the organization are made available to users.

·
Logistical quality control is the process of monitoring
logistical processes, identifying problems, and resolving them. It’s a
continuous process.

·
Reverse logistics pertains to the organization’s involvement in
the movement and disposition of goods following their use by customers. This
includes such topics as customer returns, collection and disposal of wastes,
and recycling.

For the first SLP, please address the
following topics:

1. The name of the organization

2. Its primary business or mission

3. Why you chose this business

4. How it handles its warehousing functions

Submit the assignment for grading by the end
of this Module.

SLP Assignment Expectations

·
There are no guidelines concerning length. Write what you need
to write – neither more, nor less.

·
The relevant features of the organization should be described in
sufficient detail to support the argument. Provide citations to relevant
sources, such as the organization’s homepage, press releases, annual reports,
and articles about the organization published elsewhere.

·
The argument should make explicit use of the Module materials.
Background Info sources should be cited. The use of other relevant material
located online is encourages.

·
A standard citation and reference style should be used. APA
style (see the Style Guild) is encouraged. Other acceptable styles are MLA,
Chicago, and NYT.

——-Dicussion

Managing
“Stuff”

The first Module is about facilities management,
particularly warehousing. Warehousing is about managing “stuff,” broadly
defined. We all have “stuff,” and we all have to do something with it, even if
that consists of piling it in the middle of the floor and tripping over it at
night. So let’s talk about that human problem. What are some general notions
related to dealing with “stuff,” that are applicable to the applied art of
warehouse management?

Module 2 – Background

Product Distribution

This list of sources is intended to be
adequate, but not all-inclusive. You should feel free to search the Web. Search
terms: Transportation, Transportation modes, Trucking, Railroads, Airlines,
Shipping, Containerization, Intermodal, Pipeline, Pipeline safety, Keystone
Pipeline.

Required Sources

AOPL (2013). Pipelines 101 (Index page).
Retrieved on 13 Jan 2016* from.pipeline101.com/”>http://www.pipeline101.com/

DeWitt, W. & Clinger, J. (2013).
Intermodal freight transportation. Retrieved on 13 Jan 2015* from.trb.org/onlinepubs/millennium/00061.pdf”>http://onlinepubs.trb.org/onlinepubs/millennium/00061.pdf

Murray, M. (2015b). Containerization.
Retrieved on 13 Jan 2015* from.about.com/od/tacticalsupplychain/a/Containerization.htm”>http://logistics.about.com/od/tacticalsupplychain/a/Containerization.htm

Pearson (2015). Product Distribution (PPT
deck). Retrieved on 13 Jan 2015* from.pearsoncustom.com/mct-comprehensive/asset.php?isbn=1269879944&id=12248″>http://www.pearsoncustom.com/mct-comprehensive/asset.php?isbn=1269879944&id=12248

Smarta (2013). Choosing a transportation mode.
Retrieved on 13 Jan 2015*.smarta.com/advice/suppliers-and-trade/logistics-management/product-distribution-the-basics/”>http://www.smarta.com/advice/suppliers-and-trade/logistics-management/product-distribution-the-basics/

Additional Sources

Davenport, C. (2014). Keystone pipeline pros,
cons, and steps to a final decision (New York Times, 18 Nov 2014). Retrieved on
13 Jan 2015*.nytimes.com/2014/11/19/us/politics/what-does-the-proposed-keystone-xl-pipeline-entail.html?_r=0″>http://www.nytimes.com/2014/11/19/us/politics/what-does-the-proposed-keystone-xl-pipeline-entail.html?_r=0

McElroy, M. (2013). The Keystone XL pipeline:
Should the President approve construction? (Harvard Magazine). Retrieved on 13
Jan 2015* from.com/2013/11/the-keystone-xl-pipeline”>http://harvardmagazine.com/2013/11/the-keystone-xl-pipeline

Smith, B. (2014). Five reasons why the
Keystone pipeline is bad for the economy. (Labor Network for Sustainability)
Retrieved on 13 Jan 2015 from.labor4sustainability.org/articles/5-reasons-why-the-keystone-pipeline-is-bad-for-the-economy/”>http://www.labor4sustainability.org/articles/5-reasons-why-the-keystone-pipeline-is-bad-for-the-economy/

*Note: When citing a source, be sure to enter the
date you accessed it.

Module 2 – Case

Product Distribution

Case Assignment

Respond to either Topic I or II, below.

Topic I: Delivering Groceries

Please refer to the hypothetical grocery
delivery business described in Case 1. You are now confronted with a decision
concerning transportation modes.

Obviously, neither trains, ships, pipelines,
large trucks nor airplanes are options for deliveries in residential
neighborhoods (although drones may be an option in the near future). The
options for your business are cars, motorcycles or bicycles.

Cars can either be owned by the business,
leased by the business, provided by employees (e.g. the usual pizza delivery
scheme), or rented on a per-trip basis from a taxi company or private owners (à
la Uber). A mixture of these options is also a possibility.

Motorcycles can be owned by either the riders
or by the business. Ditto bicycles. Although the weather in Silicon Valley is
generally temperate, a delivery system that relied exclusively upon
wind-in-the-face vehicles would have to have some sort of foul weather backup.

In addition to flexibility and
cost-effectiveness, whatever system you devise will have to consider the
availability of operators and insurance costs, both for your employees and for
the people they may run over.

The readings in this Module are mostly
concerned with “heavy” systems, up to and including multimodal (ships to trains
to trucks), but the basic considerations involved in choosing a system – speed,
efficiency, cost-effectiveness, safety, etc. – are applicable to any type of
technology.

So what sort of transportation mix would you
choose for your business? We’re looking for close, logical argumentation,
backed up by citations and references.

Topic II: The Keystone Pipeline

The case of the Keystone pipeline clearly
illustrates the centrality of logistics in daily life. Pipelines, trains and
trucks are everywhere, but are usually ignored until there’s some sort of
stoppage (e.g., a drivers’ strike) or a major disaster, such as a derailment
resulting in a dangerous spill.

The Keystone pipeline, championed by business
and opposed by environmentalists, would move millions of tons of thick, sludgy
oil from the tar sands of northern Canada to the American Gulf Coast. At the
time of this writing, the Congress has approved it, but the President has
promised to veto it. Strong partisan feelings dominate the discussion.

For this assignment, you should read the
additional sources, plus anything else you can find on both sides of the issue,
and state your case either for or against the pipeline. The most important
logistical factors are cost and safety. The most important environmental
factors are oil production from tar sands, which is a polluting activity, and
the global-warming implications of having another major source of inexpensive
petroleum.

By the time you read this topic, the issue may
be resolved, and the pipeline either cancelled or under construction. If that’s
the case, then please discuss the resolution, detailing the factors that
entered into the decision. You should also explain why you think the decision was
either right or wrong, and whether you believe it ought to be reversed.
(Government decisions are sometimes wrong, and can be reversed.)

As always, we’re looking for close, logical
argumentation, backed up with citations and references. Strong opinions are
permitted, even encouraged – but they must be supported.

Assignment Expectations

·
Upload your paper to TLC before the end of the Module.

·
There are no guidelines concerning length. Write what you need
to write – neither more, nor less.

Module 2 – SLP

Product Distribution

This SLP continues your analysis of the
organization you nominated in SLP1.

You may find it convenient to review the
thumbnail descriptions of the various logistical functions, found in SLP1.

For this SLP, please address the
organization’s product distribution strategy, to include:

·
Transportation modes

·
Ownership and management of the modes (the organization, common
carriers, contract carriers etc.)

·
The rationale behind the use of those modes

·
The strengths and weaknesses of those modes

·
Future developments, such as anticipated technological advances
and resource availability, that may affect the choice of transportation modes

Submit the assignment for grading by the end
of this Module.

SLP Assignment Expectations

·
There are no guidelines concerning length. Write what you need
to write – neither more, nor less.

·
The argument should make explicit use of the Module materials.
Background Info sources should be cited. The use of other relevant material
located online is encourages.

·
A standard citation and reference style should be used. APA
style (see the Style Guild) is encouraged. Other acceptable styles are MLA,
Chicago and NYT.

—————–Discussion———————–

Module 2 is about transportation modes for goods. Let’s
expand the discussion to include transportation modes for people.

Many American municipalities, over the years, have tried
hard to get residents out of their cars and into public transportation. The
results have been mixed, at best. Do you use public transportation? Why or why
not? What would have to happen before you got out of your car and into a bus,
streetcar, train or whatever?

Module 3 – Background

Logistical Quality
Control

This list of sources is intended to be
adequate, but not all-inclusive. You should feel free to search the Web. Search
terms: Benchmarking, TQM, Quality management, continuous improvement.

Required Sources

ASQ (2014). Plan-do-check-act (PDCA) cycle.
Retrieved on 13 Jan 2015* from.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html”>http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html

Moen, R. & Norman, C. (n.d.) Evolution of
PDCA cycle. Retrieved on 13 Jan 2015* from.com/files/NA01MoenNormanFullpaper.pdf”>http://pkpinc.com/files/NA01MoenNormanFullpaper.pdf

Murray, M. (2015c). Total quality management
(TQM). Retrieved on 13 Jan 2015* from.about.com/od/qualityinthesupplychain/a/TQM.htm”>http://logistics.about.com/od/qualityinthesupplychain/a/TQM.htm

Murray, M. (2015d). Benchmarking in the supply
chain. Retrieved on 13 Jan 2015* from.about.com/od/qualityinthesupplychain/a/benchmarking.htm”>http://logistics.about.com/od/qualityinthesupplychain/a/benchmarking.htm

Murray, M. (2015e). Continuous Improvement
Tools. Retrieved on 13 Jan 2015* from.about.com/od/qualityinthesupplychain/a/Continuous-Improvement-Tools.htm”>http://logistics.about.com/od/qualityinthesupplychain/a/Continuous-Improvement-Tools.htm

*Note: When citing a source, be sure to enter the
date you accessed it.

Module 3 – Case

Logistical Quality
Control

Case Assignment

Please refer to the Case 1 description of the
hypothetical grocery delivery company.

Let’s suppose the company has Taken Off, and
is now a Big Deal in Silicon Valley. Thousands of otherworldly, overpaid
people, many of whom could either find the time to go shopping themselves, or
delegate the task to their PAs, have come to rely upon MyShoppingCart.com for groceries
– and not just at 3:00 AM on Sunday morning.

The company’s success has been due to its
clean, beautifully intuitive shopping app, which works flawlessly on every
device, and also to its awesomely fast delivery service. In one instance, which
has become the stuff of local legend, a millionaire’s trophy wife was horrified
to discover that she was completely out of cocktail onions, and a party she was
hosting was beginning in a half hour. She placed an order on her cellphone, and
a motorcycle courier from MyShoppingCart had the onions in her hand in 17
minutes flat. (That $1.75 jar of onions did, of course, cost her $50, charged
to her American Express card, but she didn’t notice.)

But now the company has encountered a problem
— the warehouse. There are bottlenecks: it’s taking too long for items to get
from the receiving side of the shipping dock to the shelves. It’s taking too
long to pick an order from the shelves and get it out the door, in either a car
trunk or motorcycle saddlebags. There’s no minimum acceptable time for either
activity; the emphasis is always on making things faster.

Obviously, it’s impossible to know the
particulars of what’s going on. But how would you find out? Once you know, what
sort of program would you put into place, to make things better? In particular:

1.
How would you go about benchmarking the warehouse’s performance?

2.
How would you collect data concerning the details of warehouse
performance?

3.
How would you apply the PDCA process to improving performance?

Your discussion should be solidly grounded in
the background materials, and supported by citations and references.

Assignment Expectations

·
Upload your paper to TLC before the end of the Module.

·
There are no guidelines concerning length. Write what you need
to write – neither more, nor less.

Module 3 – SLP

Logistical Quality
Control

This SLP continues your analysis of the
organization you nominated in SLP1.

You may find it convenient to review the
thumbnail descriptions of the various logistical functions, found in SLP1.

For this SLP, please address the organization’s
logistical quality distribution strategy, to include:

·
The specifically logistical functions for which the organization
is responsible.

·
The metrics pertaining to those functions that determine
quality. Possible metrics are timeliness, reliability, cost, shrinkage (damage
and loss), etc.

·
How those metrics are monitored.

·
How the organization applies Deming’s PDCA paradigm to quality
control; or if it doesn’t, how it could or should apply that paradigm.

SLP Assignment Expectations

·
There are no guidelines concerning length. Write what you need
to write – neither more, nor less.

·
The argument should make explicit use of the Module materials.
Background Info sources should be cited. The use of other relevant material
located online is encourages.

·
A standard citation and reference style should be used. APA
style (see the Style Guild) is encouraged. Other acceptable styles are MLA,
Chicago and NYT.

————-Discussion——————

The PDCA cycle is widely applicable. To make sure we all
understand it, let’s try applying it to our daily lives. We may be doing that
already, but just don’t know it. Consider a guy who’s trying to lose weight. He
Plans to eliminate 200 calories per day by switching from donuts to bagels. He
Does that. He Checks his weight every day, expecting to lose one pound per
month. It doesn’t work, so he Acts to find another way to cut calories.

Can you come up with something similar? Something you’ve
done, or you’re doing now, or you ought to do? Explain

Module 4 – Background

Reverse Logistics

This list of sources is intended to be
adequate, but not all-inclusive. You should feel free to search the Web. Search
terms: Reverse logistics, customer returns, recycling, repurposing,
refurbishing, reconditioning.

Required Sources

BizForum (2015). Reverse logistics – A supply
chain opportunity. Retrieved on 13 Jan 2015* from.bizforum.org/whitepapers/CSC-3.htm”>http://www.bizforum.org/whitepapers/CSC-3.htm

Hawks, K. (2006). What is reverse logistics?
Retrieved on 13 Jan 2015* from.rlmagazine.com/edition01p12.php”>http://www.rlmagazine.com/edition01p12.php

Malone, R. (2004). Closing the supply chain
loop: Reverse logistics and the SCOR model. Retrieved on 13 Jan 2015* from.inboundlogistics.com/cms/article/closing-the-supply-chain-loop-reverse-logistics-and-the-scor-model/”>http://www.inboundlogistics.com/cms/article/closing-the-supply-chain-loop-reverse-logistics-and-the-scor-model/

WFP (2013). Reverse logistics (a module of the
World Food Program’s Logistics Operational Guide). Retrieved on 14 Jan 2015*
from.logcluster.org/exit/reverse-logistics/index.html”>http://log.logcluster.org/exit/reverse-logistics/index.html

*Note: When citing a source, be sure to
enter the date you accessed it.

Module 4 – Case

Reverse Logistics

Case Assignment

We return to the hypothetical grocery delivery
business described in Case 1.

If you buy a defective computer, then it’s a
given that you’re going to take it back to where you bought it, either to be repaired,
replaced, or returned in exchange for a refund. If you buy a net of onions that
has some moldy ones in it, then it’s a given that you’ll simply throw them
away. Taking them back to the store isn’t worth the trouble.

In the case of MyShoppingCart, the situation
is a bit more complex. Your customers are paying a high premium for fast, 24/7
delivery of groceries. If a Silicon Valley matron gets a corked bottle of pinot
grigio, or a tin of pate de foie gras with an unwholesome aroma, then
she expects your company to come get it, and credit her account.

This is an example of reverse logistics, which
your readings describe as “a supply chain opportunity.” But you’re having
difficulty finding any opportunities in the smelly bags of spoiled groceries
that turn up at your warehouse from time to time. This problem is a lemon. Your
challenge – to make lemonade!

Carefully examine the situation, and discern
any opportunities to profit from the returns, or at least earn enough money to
offset the losses. Here are some clues. You bought the products from somebody,
right? Maybe they’re good for it. Also: information about product quality is
valuable, at least in principle. How could you monetize that value? Who would
be interested in seeing that information, and what could you gain by providing
it to them?

Again, be sure to base your discussion on a
close reading of the required sources. Be sure to provide citations and
references.

Assignment Expectations

·
Upload your paper to TLC before the end of the Module.

·
There are no guidelines concerning length. Write what you need
to write – neither more, nor less.

Module 4 – SLP

Reverse Logistics

This SLP continues your analysis of the
organization you nominated in SLP1.

You may find it convenient to review the
thumbnail descriptions of the various logistical functions, found in SLP1.

For this SLP, please address the
organization’s involvement in reverse logistics. The nature of reverse
logistics depends upon the organization. Not all of the following topics may be
relevant; please address those that are.

·
How the organization handles customer returns, to include return
policy.

·
Organizational participation in recycling and repurposing
efforts

·
Organizational responsibility for after-end-user disposal and
pollution

·
Organizational involvement in customer efforts to increase
efficiency and decrease waste

Submit the assignment for grading by the end
of this Module.

SLP Assignment Expectations

·
There are no guidelines concerning length. Write what you need
to write – neither more, nor less.

·
The argument should make explicit use of the Module materials.
Background Info sources should be cited. The use of other relevant material
located online is encourages.

·
A standard citation and reference style should be used. APA
style (see the Style Guild) is encouraged. Other acceptable styles are MLA,
Chicago and NYT.

———Discussion————

Mod 4 is about reverse logistics which includes, among other
things, the management of retail returns. And this has become a Big Thing.

Many online merchants make a familiar offer – free shipping,
either as a limited offer or a regular thing, and free returns. How effective
is that offer, in attracting your business? Before answering, reflect upon the
fact that nothing’s really free; the UPS charges don’t come out of corporate
profits, they’re included in the prices of the goods. And if you live in New
England, then LL Bean (in Maine) is sticking you with the same markup as a
customer who lives in LA. Is that fair? Elaborate

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