Turnitin Originality Report by Shashi .., Kumar

8/12/2019 Turnitin Originality Report by Shashi .., Kumar.

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Assignment.. by Shashi .., Kumar.

From Assignments-1 (Turnitin Reports)

Processed on 13-Mar-2014 16:04 ISTID: 405600999Word Count: 2691

Similarity Index

7%Internet Sources: 5%Publications: 1%Student Papers: 5%

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Turnitin Originality Report

sources:

2% match (student papers from 21-Jan-2013)

Submitted to Mont'Kiara International School on 2013-01-21

1% match (publications)

ALBANESE, Anthony. "SHIPPING, SHIPBUILDING & PORTS", Australian Maritime Digest,2013.

1% match (Internet from 17-May-2010)

http://www.answers.com/topic/a-p-m-ller-m-rsk-a-s

1% match (Internet from 22-Jun-2013)

http://www.holcim.com.vn/en/people-jobs/jobs-at-holcim-viet-nam/recruiting-process.html

1% match (Internet from 24-Feb-2013)

http://corehr.wordpress.com/performance-management/performance-appraisal-methods/

< 1% match (Internet from 17-Jan-2014)

http://www.groteconsulting.com/services/rater-reliability.asp

< 1% match (Internet from 17-Mar-2012)

http://www.marine-marketing.gr/newsclip.php?file=201127.txt

paper text:Q1. Identify an organisation and study the context (industry and market, both) in which it operates andexplain. You can use primary and secondary sources of data. The organisation could also be the filed-workorganisation. Maersk line is one of the biggest shipping companies in the whole world. Its containers can beseen at every part of the world. Maersk Line operates over 600 vessels and has a capacity of 3.8 millionTEU (Twenty-foot Equivalent Units). The company was founded in 1928. The

3Maersk Tankers is among one of the world's largest tanker operators, it has

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a fleet of 100 vessels.

Maersk line also

3also operates a fleet of 45 semi-refrigerated and five fully refrigerated gas

carriers. Maersk

line has around 17% share of the total worlds operating fleet. The things which are transported throughMaersk line vessels range from manufactured goods to highly sensitive perishable commodities. In the year2012, Maersk line vessels made around 71000 port calls on behalf of its over 110,000 customers. Normallya Maersk line container lasts for not more than 5 years. Context of Industry: The shipping industry has threemajor segments three main segments: bulk shipping, tankers to ship oil, and container ships which transportdifferent types of goods. In the year 2011 the amount of goods shipped though these three segments werefollowing 3.6, 2.7, and 1.5 billion tons of Maersk line majorly operates in container shipping and this segmentis considered as core of the shipping industry. The

1standardized cargo containers, scheduled departure schedules, and a big

hub and spoke network of automated terminals and

ports allows a big volumes of goods to be transported in a cost efficient way from one country to the other.In the year 2010 around 140 million TEU containers were shipped around 91% of the world trade wascarried by the shipping industry. The goods shipped follow a pattern with recent rise of Asian countries,manufactured goods which are manufactured mainly in china are shipped to Europe and United States. Alarge share of the international shipping belonged to this route. Respectively, these two routes (in bothdirections) represented a share of

112% and 15% of global container trade. Also, the growing intra-Asian market

was close to a quarter of global trade and growing rapidly.

In the past container demand used to grow

1at a rate of 8.5% - 10% per annum, reflecting growth not only in global

demand and trade, but also the increased share of shipping as a global

transportation mode. After 2000 the industry had experienced a

huge growth in seaborne trade as china emerged as a cheap source of manufactured goods. Most of themanufacturing has been shifted to china to take advantage of lower costs. Due to globalization and higher


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growth of emerging nations a further growth in shipping industry was expected. But it was uncertain thatfurther containerization could increase volume growthas compared with previous rates. Shipping industry isregulated by IMO(International Maritime Organization) Context of Market: Contract and spot market For thebusiness unit Maersk line, several service-market combinations can be identified. First, there is contractshipping of containers for large production companies and logistic service providers. These companies offerlarge volumes of containers, on a fixed line, for a fixed price. Second, there is the so called spot-market.This market is about individual container locations on ships. Every shipper can just buy a spot for a

container on a Maersk ship. This market is much more volatile than the contract market, because the spotsare sold at prices per spot. Also, the shipping lines have very high bargaining power, which causes prices tosoar when shipping lines find theyre too low. These prices are registered by the Shanghai ContainerizedFreight Index (SCFI). The prices vary from 1.500 to 2.500 Dollars per spot. Merchant and carrier haulageConcerning the shipping services of containers, there are two main forms of shipping offered by Maersk:Merchant haulage and carrier haulage. Merchant haulage means that Maersk delivers the container to theport of arrival, and the customer manages the inland transport. Carrier haulage means door-to-door transportby the shipping line, from the factory to the customer. This means that carrier haulage requires competingwith logistic service providers and expedition companies, rather than just moving containers over the sea.This market is more complicated and has a lot more competition, because there are thousands of logisticservice providers that offer door-to-door services, but only a few container shipping lines. In the monopolyposition of the big shipping lines is visualized. Some of the major players are: Because of this monopoly, themerchant market is less complex than the carrier market. The logistic service providers have vast networksof inland transporters, warehouses and logistic expertise. Because they offer great volumes of freight, theycan bargain for lower prices at the shipping lines. This causes that on the one hand, logistic serviceproviders depend on the shipping lines for the door-to-door services, but on the other hand they competewith shipping lines that offer carrier haulage. Q2. Explain in detail the business processes of the organizationand critically analyse the competitive advantage thus available to the organization Ports with a largehinterland Big ports with many ports in the nearby area Covering most of the busy routes Competitive

prices in order to attract and retain customer Place Price Promotion Product Word of mouth ReputationReliable Low cost Value adding Service On time delivery There are mainly three business processes inthe organization first is taking order from a customer, second is looking if the customers needs matches withthe services we have and third is picking up and delivering the shipment. Maersk Line has gone somevertical integration and it has some terminals under its control. The main differentiator is price but in therecent years Maersk has differentiated itself from the competitors on the basis of

7schedule reliability, money back guarantees, quick notifications of

delays,

and ease of business. The company has a long list of services ranging from dry cargo, reefer cargo andspecial cargo. Also, it does not own all of the ships some of the ships are hired on the basis of contract. Thecompany also provides inland haulage. The major costs that company has to incur are terminal costs, vesselcosts, and fuel costs. Maersk line uses hub and spoke, milk route and cross docking to make most of itscapacity. Demand forecasting is most crucial for this company as a lot depends on that. The company hasordered Triple E vessels which will be delivered in 2014. The triple E vessels are largest and fuel efficient.Unique selling points Shipping of containers is a relatively straightforward business, all shipping lines offer


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merchant and carrier haulage. Maersk introduced a new concept, called Daily Maersk in 2011. With thisservice, Maersk guarantees on-time delivery of every container from the Far East to Western Europe in 30days. Without this concept, almost 1 out of 2 containers were not on time. Maersk organizes this with thefollowing means: 1. Increased capacity between Asia and Europe 2. Spread-out port calls throughout theweek. (There are calls on every day in the most important ports. 3. Because there is a lot of capacity and alot of port calls, there is a back-up plan for every container if the original plan wont make it in time. Becauseof this fixed guarantee of the lead time of 30 days, customers no longer need to worry about transport times

and are able to reduce safety stocks in the supply chain. This gives Maersk a unique selling point over othershipping lines. Competitive Advantage: Long Haul Demand, Technology, Environment Fleet Size Marketintegration and Market Growth Market Demand Route optimization Price Reliability Maersk line wants to be aleader in reliability. Maersk line leads the whole indutry with 80% on time delivery for all of its shipments.With the launch of daily maersk it has improved further. Now the goal is to deliver 95% of the containers ontime as compared with indutry average of 65%. Maersk line is trying its best to differentiate its service fromother peers. The company offers compensation depending on the number of days delayed. The increasedreliability saves money for the customers also. Maersk line also works with terminal partners to reduce timespent on the terminals. It has already achieved the target of 10% while they had set up a target of 30%.Simplicity Maersk line has also simplified its whole process. It completely stands out in terms of its uniquecustomer service. A lot of paperwork, clearances were required to process the orders. Also, tracking anorder was not an easy process. In order to solve this problem Maersk line streamlined and digitized much ofthe process for example allowing customers to order and track their cargos online. Also the customers wereable to track the routes available chose the different services and availability. Maersk has become acustomer centric organization. Coordination Instead of fighting price wars Maersk believes in coordination ithas formed P3

2alliance. Maersk Line, MSC (Mediterranean Shipping company S.A) and

CMA CGM agreed in principle to establish a long-term operational alliance

on East-West trade routes the network will be called P3 Network. It will operate

a capacity of

around 2.6 million TEU. The main aim of the alliance is to optimize operations and service offerings.Environmental performance Maersk Line believes in sustainability. The CO2 emissions are quiet less ascompared with its competitors. If we compare CO2 emissions with industry average it is approximately 10%lower. Also, it has done some technological changes to use less fuels and eco-friendly design of vessels.Q.3Explain the HR functions such as recruitment, training, IR and map them with the business processes

explained above. In the Process management process recruitment and training are support processes. It isvery crucial to know about hiring needs for the aggregate plan. Also, while deciding service we need tocarefully decide on our human resource needs. Our hiring process should be in sync with the demandforecast. Maersk Line uses funneling process in the recruitment in which only selected people areinterviewed for its vacancies this helps Maersk to control the hiring costs. If a persons CV matches with the

job vacancy he is asked to appear for the Professional Learning Indicator and then for Predictive Index. TheProfessional Learning Indicator (often referred to as PLI) is a 12-minute timed Cognitive Ability exercise.The Predictive Index (often called PI) is a checklist exercise that gives us an impression of your personality


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with regards to workplace behaviours and drivers. The assessment will be sent by AccessPI. Step-2 After aperson qualifies both PLI and PI then he is asked to appear for the first interview. The first interview isnormally conducted by Human Resources department. The main focus is on the candidates

4personal skills and capabilities. The HR people use online or hard copy

assessment tools and try to form an objective picture of candidates logical

capabilities and personal characteristics. Step-3 After the first interview next

stage is

an interview which is taken by the hiring manager. The main focus is on the functional skills and the finaldecision whether to take candidate or not is made by the hiring manager. Training Learning ManagementSystem:- Its a global system has courses ranging from finance to sales. This is e-learning portal of theMaersk Line. Every employee has to complete certain courses each year. Functional Learning Plan:- FLPcovers learning programs to know about a particular function like operations ,sales, human resources, costmanagement. Various workshops group exercises and coaching is provided for the same. Developmentshop:-This is a very unique method of learning. It is a online learning resource portal which provides facilityfor leaders where they can shop for business relevant webcasts, podcasts , articles and books providedthrough our partnership with institutions such as IMD, INSEAD, Cornell and Harvard Industrial RelationsMaersk Line India does not permit its employees to join a union. There is no union in Maersk Line India.Mapping with Business Process Maersk Line being an industry leader looks for highly talented people, itsselection process allows only high potential and behaviorally stable people to qualify for the interview. Thetwo stage interview process ensures that the candidate is not only fit for the job but he is also fit for theMaersk Culture. Q.4 Explain the business process performance metrics applicable to HR functions such asproductivity linked performance measurement for award of incentives or other incentives, and map with the

business processes In Maersk Line India performance is measured through a tool called peopleperformance management cycle. There are three stages objective setting, performance dialogue, andperformance appraisal. 1. Objective Setting: The purpose of objective setting is to align individual efforts toorganisational goals. It also focus on individual efforts on the things that matter a lot for the organisation.This helps in creating awareness of goals and helps in developing individual performance. Further setting ofobjectives has four stages 1.1 Set shared team goals It includes creating clear and shared understanding ofteam objectives. It also explains the intent behind KPIs and targets. 1.2 Set individual objectives In thisstage 3-5 objectives are identified for an employee. While choosing objectives we should make sure thatobjectives are aligned with team objectives. The KPIs should be specific, measurable achievable, relevantand time based. The targets should be achievable. 1.3 Consolidate objectives In this stage we have to

check for internal and external dependencies and conflicts. Also review of objectives can be done if needed.The objectives are finalised ensuring commitment to individual objectives. 1.4 Create Personal DevelopmentPlan In this stage development initiatives are identified to support objectives, values and leadership. Also,appraisal identifies improvement opportunities in values and leadership. The leader should guide employeeto a realistic balance between ambition and achievability. In the next stage 70-20-10 principle is applied andsupport is provided to the employee. 2. Performance Dialogues It includes two parts first is conductingon-going performance dialogues and the other is mid-year/periodic review. 2.1 Conduct on-goingperformance dialogues This is done in order to follow up on objectives, results, development and behaviour.


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It also gives chance to praise for good performance and address negatives issues. It also gives chance toevaluate whether the objectives, KPIs and targets are still valid or not. 2.2 Mid-Year/Periodic Review theprocess includes revisiting the objectives and providing formal feedback. In this stage we check whether theobjectives, KPIs and targets are on progress. It also checks the development initiatives and sees if furthersupport is needed. It sees whether the employee is behind on target or ahead. It also evaluates themotivational level of the employees. 3.

5Performance appraisal It is a systematic evaluation of an individual with

respect to performance on the job and individuals potential for

development

It helps in evaluating results, values and leadership. It provides feedback on strengths and developmentopportunities. It recognises performance and contribution of the employees. It has four parts 3.1Self-Appraisal It is employees own assessment of performance and development needs. The employeesubmits self-appraisal in the performance appraisal system or in a meeting with the leader. 3.2 Prepare for

Calibration It ensures a comprehensive, qualified and fair appraisal. The leader consolidates data thatsupport the key performance indicators. The inputs are taken from employee self-appraisal, leaders own logof observations, other employees, functional managers, mid-year/periodic review data, employeeengagement survey, etc. 3.3 Calibration In this stage insights are shared about individuals performance.While doing calibration we should make

6sure that different appraisers apply similar standards in assessing the

performance of their

employees. Additional inputs from other leaders may help to adjust the scores. Calibration is also used toidentify and eliminate difference in target setting and performance evaluation over time. 3.4 Final appraisalIn this step final scores and feedback on performance and areas of development are communicated.Appraisal is based on the outcome of calibration. A leader should communicate the message responsiblyand should reason behind the final scores. Rating Scales Maersk uses a 5 point based scale for objectivesranging from outstanding to failed to meet expectations. For values it ranges from visible driving force toinconsistent that means employee struggles to live the values. Similarly for leaders there is leadership scalecontaining ratings visible driving force, consistent and inconsistent. The visible driving force meansemployee demonstrates effective leadership behaviour.


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Turnitin Originality Report by Shashi .., Kumar