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Essay Writer Service I would actually encourage other scientists to take up peer-evaluate alternatives each time attainable. Reviewing is a superb learning expertise and an exciting thing to do. The detailed reading and the sense-making process, in particular, takes a very long time. Also, generally I notice that one thing is not quite right however can’t fairly put my finger on it until I have properly digested the manuscript. I normally don’t determine on a recommendation until I’ve learn the entire paper, although for poor high quality papers, it isn’t always necessary to learn every little thing. If the paper has horrendous difficulties or a confused concept, I will specify that but is not going to do a lot of work to try to recommend fixes for every flaw. I spend a fair period of time wanting at the figures. I additionally want to know whether the authors’ conclusions are adequately supported by the outcomes. One gets to know tremendous fresh research firsthand and acquire insight into different authors’ argument structure. I additionally assume it's our responsibility as researchers to write good critiques. The soundness of the whole peer-review course of depends on the standard of the evaluations that we write. Conclusions that are overstated or out of sync with the findings will adversely impact my evaluation and recommendations. I then delve into the Methods and Results sections. Are the strategies suitable to investigate the analysis query and test the hypotheses? The paper reviewing course of might help you kind your individual scientific opinion and develop crucial thinking expertise. It will also offer you an outline of the new advances in the area and allow you to when writing and submitting your own articles. So though peer reviewing positively takes some effort, in the end will probably be value it. Even if a manuscript is rejected for publication, most authors can benefit from recommendations. I attempt to persist with the facts, so my writing tone tends toward impartial. Before submitting a evaluate, I ask myself whether or not I could be comfortable if my identification as a reviewer was recognized to the authors. Passing this “identity check” helps ensure that my review is sufficiently balanced and honest. Using a copy of the manuscript that I first marked up with any questions that I had, I write a short abstract of what the paper is about and what I really feel about its solidity. Many journals send the decision letters to the reviewers. Remember that a review is not about whether one likes a sure piece of work, but whether the analysis is valid and tells us one thing new. Another common mistake is writing an unfocused evaluate that is misplaced in the particulars. You can higher highlight the most important points that have to be dealt with by restructuring the review, summarizing the necessary issues upfront, or including asterisks. I begin by making a bullet level listing of the main strengths and weaknesses of the paper and then flesh out the evaluation with details. I often refer back to my annotated version of the online paper. I often differentiate between major and minor criticisms and word them as directly and concisely as potential. When I advocate revisions, I attempt to give clear, detailed suggestions to information the authors. Also, the journal has invited you to review an article based mostly on your experience, but there will be many stuff you don’t know. So in case you have not totally understood something within the paper, do not hesitate to ask for clarification. It can take me quite a very long time to put in writing an excellent evaluate, generally a full day of labor and typically even longer. Then I run by way of the precise factors I raised in my abstract in more element, within the order they appeared in the paper, offering page and paragraph numbers for many. Finally comes an inventory of actually minor stuff, which I attempt to maintain to a minimum. I then usually undergo my first draft looking at the marked-up manuscript again to make sure I didn’t leave out something essential. If I feel there is some good materials in the paper however it wants lots of work, I will write a reasonably long and specific evaluate stating what the authors need to do.

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E-COMMERCE ISSUES AMONG SMEs IN MALAYSIA TABLE OF CONTENTS 1. 0Introduction1 2. 0Internet Commerce – An Overview3 3. 0The Small Medium Enterprises (SMEs) in Malaysia5 4. 0Issues of e-Commerce among SMEs in Malaysia6 5. 0Advantages e-Commerce for SMEs in Malaysia9 6. 0Advantages e-Commerce for SMEs in Malaysia12 7. 0Barriers to successful e-commerce application by SMEs in Malaysia14 8. 0Conclusion16 References17 1 Introduction Information and communication technologies (ICT) are radically changing the competitiveness of organizations (Cohen and Kallirroi, 2006). Brian (1998) defined electronic commerce as the use of electronic methods, means and procedures to conduct various forms of business activity in cyberspace, which he stated has become a priority for many corporations within the context of ICT, since managers see it as a way to overcome certain limitations of the traditional distribution channels. There are many studies which showed that e-commerce development offers a promising way for business to meet the challenges of this dynamic environment. Electronic commerce provides effective and efficient ways such as gathering information rapidly about the availability of the products or services, evaluate or negotiate with vendors and so on (Jetol, Obit, Asing and Tanakinjal, 2005). SMEs face many challenges especially in a globalized environment, including a lack of financing, low productivity, a lack of managerial capabilities, access to management and technology, and a heavy regulatory burden. In the Malaysian context, APEC Survey (1994), the SMI development Plan, 2001-2005 (SMIDEC, 2002), Ting (2004), the UPS survey (2005) and others showed that SMES face major problems such as lack of access to loans, limited adoption of technology, lack of human resources and competition from MNCs and globalization. The purpose of this paper is to highlight issues pertaining to e-business, particularly with relation to SMEs in Malaysia. The specific objec tives of this paper are stated below: a) To present a brief overview of e-commerce and SMES in Malaysian context; ) To highlights issues of internet businesses among SMEs in Malaysia; and c) To explain the advantages of disadvantages of e-business for SMEs in Malaysia. Internet Commerce – An Overview The millennium era of the 21st century embraces a new way of doing business – the virtual trading or electronic commerce. E-commerce, as defined by Wigand (1997), is about the use of electronic connection to conduct economic activities while others. Turban, Lee, King and Chung (2002) added that e-commerce is about use of computer networks and the Internet infrastructure as a medium of business transactions. The World Trade Organization (1998) stated that e-commerce is about usage of the Internet as the Internet provides platform for companies to conduct exchange and transactions from e-mails, leisure reading, browsing to selling, purchasing and providing services. Kalak ota and Whinston (1997) expanded the definition of e-commerce, seen from four different perspectives: communication, business process, service and online. Lewis and Cockrill (2002) added two more perspectives: connectivity and adoption ladder. The connectivity aspect includes the use of web sites, e-mail or EDI whereas the adoption ladder focuses on the full business processes participation including messaging, online marketing, online ordering, online payment, order/progress/online sales support and e-business (Daniel, Wilson and Myers 2002). According to Malaysian Minister of Energy, Communications and Multimedia during the launching of the National E-Commerce Expo 2002, business to consumer (B2C) and business to business (B2B) E-Commerce activities in Malaysia are set to increase its potential revenues by almost nine fold from USD1. 5 billion in 2002 to USD9. billion by 2005. MATRADE (2003) reported that domestic online sales totaled RM46 million in 1999, however, several Stat e and commercial agencies estimated a rise to between RM750 million and RM1 billion by 2003. Electronic business, also known as e-business is defined as the application of information and communication technologies (ICT) in support of all the activities of business. E-business involves business processes spanning the entire  value chain: electronic purchasing and  supply chain management, processing orders electronically, handling customer service, and cooperating with business partners. E-business is conducted via the Web, the Internet, Intranets, extranets or some combinations of these (Timmers, 2000). It is a term usually confused with e-commerce. Commerce constitutes the exchange of products and services between businesses, groups and individuals and can be seen as one of the essential activities of any business. Electronic commerce focuses on the use of ICT to enable the external activities and relationships of the business with individuals, groups and other businesses. Basically, e-commerce is the process of buying, transferring, or exchanging products, services, and/or information via computer networks, including the internet (Beynon-Davis, 2004). The Small Medium Enterprises (SMEs) in Malaysia The small and medium enterprises (SMEs) in Malaysia are basically divided into two groups: the first comprises of manufacturing and agro-based industries with fewer than 150 full-time employees or with annual sales turnover not exceeding RM25 million. The second group consists of services, agriculture and information and communication technology (CT) with fewer than 50 full-time employees and annual sales turnover not exceeding RM5 million (Ramayah, 2004). SMEs play a vital role in the Malaysian economy and are considered as the backbone of industrial development in the country (Alias, Mimi Liana and Amin Mahir, 2008). SMEs comprise of 99. 2% of businesses in Malaysia and contributed about 47. 3% of the GDP and employing 65. 3% of the nation’s workforce (Ramayah et al, 2009). In 2005, output from SMEs registered an average annual growth rate of 5. percent which contributed to an increase in total manufacturing output from 22. 1 percent in 1996 to 29. 6 percent in 2005. Also, the growth of value-added by SMEs was 9. 2 percent, compared with the overall growth of 9. 8 per cent for the manufacturing sector in 2005. The SMEs also employed 394,670 workers in 2005, representing 31. 1 percent of total employment in the manufacturing sector, compared with 329,848 workers, or 29. 6 percent, in 1996. In terms of trade, SMEs exported 25. 6 percent of their total output in 2005, compared with 20. percent in 1996 (National Productivity Centre, 2005). Issues of e-Commerce among SMEs in Malaysia The use of Internet in business is now a common application. In particular, e-commerce application is a well-accepted tool to improve effectiveness and efficiency of a firm’s operation (Rosli and Noor Azizi, 2008). According to UNCTAD (2 003), e-commerce enables the firm’s market to expand as well as ensures new business models and embraces globalization. However, Daniel and Grinshaw (2002) noted that large firms are more dominant and more pervasive than SMEs as far as e-commerce is concerned. Nevertheless, SMEs also benefit from use of Internet and e-commerce. Rosli and Noor Azizi (2008) argued that e-commerce fits better the SMEs because of their less complicated structures that make them more easily adapt to any changes. It is pertinent that SMEs adopt e-commerce in their business operation as SMEs represent the largest proportion of established businesses in most countries. This implies that SMEs plays a greater role towards the nation’s growth with respect to the economic, employment as well as gross domestic product (GDP). It is obvious that information and communication technology (ICT) becomes one of the potential means to facilitate their business operations (UNCTAD, 2003). Thus, enablin g IT helps them to respond to business environmental pressures, to fulfill customers’ demand, and to face globalization challenge (Bernades Verville, 2005). As Malaysia moves toward the IT era, SMEs face huge setbacks because they are not ready to use such technology to remain competitive. The Star (July 17, 2001) stated that the Malaysian SMI Association revealed only 30% of the local SMIs have their own Website; worse, not all of these sites are regularly updated. This implies that use of such technology is not wide among SMEs. The SMI Association of Malaysia in its 2004 annual report showed that e-commerce had contributed only 5. 0% (USD451. 6 million or RM1,592. 6 million) of the business-to-business (B2B) market of Malaysia. This implies that e-commerce activities has slow adoption rate among SMEs (Nitty and Nolila, 2009). According to a survey by MPC from June to December 2009 on 296 SME companies, only 17 per cent of the respondents had e-commerce transactions duri ng the year (Bernama, 2010). The Federation of the Malaysian Manufacturers (FMM) identified three factors that are sources of SMEs usage problems of information technology: (1) Lack of awareness in the importance of IT in SMEs; (2) Low distribution of IT usage in SMEs; and (3) Business associations are not good role models in state-of-the-art IT usage (www. fmm. org. my, 2001). Bernama (March 16, 2010) also quoted Malaysian Productivity Corporation (MPC) which stated that the adoption and implementation of e-commerce has not been widely embraced by the Small and Medium Enterprises (SMEs), particularly in enhancing their productivity and competitiveness. Mohd Razali Hussain, MPC’s Director General stated that the main reasons are: lack of understanding of e-commerce benefits and a refusal to leave the comfort zone; and perceived high cost. Brown (2002) stated that there are several reasons why SMEs owners are not adopting e-commerce, which are: (1) E-commerce was seen to be a distraction from core business; (2) significant perceived cost and risks associated with e-commerce; (3) Lack of strategic vision; and (4) Lack of realization of value/benefits of e-commerce to individual SMEs. Engsbo et al. 2002) and Scupola (2002) believed that most SMEs adopt e-commerce in a â€Å"just-by-chance† or casual manner and not because of a consequence of systematic consideration and planning. Shireen and Ainin (2001) noted that security issues are also considered as the main barrier to implementation of e-commerce. They elaborated that organizations were reluctant to use e-commerce because they felt the transactions conducted electronically were open to hackers and viruses, which are beyond their control. They were also skeptical about the security measures that were implemented to safeguard on-line payment transactions. Others cited factors such as insufficient Internet facilities leading to slow speed of Internet connection, resistance to change regul ar business methods, ‘wait and see’ attitude among companies and the issue of Internet security and trust as the reasons for not adopting e-commerce in their business models. It was also shown that many companies in Malaysia are still comfortable with their old ways and rather slow to adopt and adapt e-commerce as a tool to better manage their business (Le and Koh, 2002; Liew, 2002); Mohd Zulkifli, 2001); Sulaiman, 2000); and Suraya, 2005). Advantages e-Commerce for SMEs in Malaysia The use of e-commerce has many advantages as well as disadvantages, in relation to SMEs. Raymond et al. (2003) stated that the use of e-commerce positively influence firm performances specifically firm growth where as Johnston et al (2007) mentioned that it favors financial gain while Teo (2007) believes that e-commerce contributes to competitive advantages. Sam and Leng (2006) noted that the benefits from e-commerce are positively associated with the extent of e-commerce usage. Firms wit h more advanced EC applications tend to reap greater benefit in term of efficiency than those with limited use of such applications (Beck et al. 2005). Bernama (2010) quoted Mohd Razali Hussain, MPC’s Director General who said, â€Å"E-commerce provides opportunity to participate in global production networks that are becoming more prevalent in many industries and the ability to tap resources such as labour, capital and knowledge. † Thus, e-commerce provides many advantages to SMEs businesses. Internet is therefore, a new means of conducting, managing and executing business transactions using modern Information Technology. The Internet provides access 24 hours a day, seven days a week – any time anywhere. Hence, time and place are no longer the binding factors. In essence, the Internet is allowing businesses to enter niche markets at no additional cost (Kleindl 2000). The benefits and advantages of e-commerce can be gleaned from success of firms such as Cisco Systems, Dell Computer and General Electric which show impressive payoffs by making the Internet a key element in their strategies and business models, and by transforming their â€Å"brick-and-mortar† operations into e-business organizations. Cisco Systems and Dell Computer report in excess of 250% return on invested capital and over USD 650,000 in revenue per employee from their e-business operations. They also have the highest gross profit margin in their respective industries (Ramayah, Lim and Mohamed, 2006). A survey finding of over 400 information technology managers worldwide showed that SMEs that make effective use of Internet opportunities may also find that they are more innovative, faster in responding to environmental demands, and better able to quickly change or adapt business models to gain competitive advantage (Engler 1999). Kartiwi and MacGregor (2007) stated that for SMEs, e-commerce has the potential to become a source of competitive advantage. E-com merce is a cost effective way of accessing customers globally and competing on par with large businesses. Lee (2001) suggests that e-commerce may alter the outlook of businesses from one that is focused on lean manufacturing (termed as economics of scarcity) to a focus on information which he terms as economics of abundance. In fact, the Internet Economy Indicators (2003) stated that SMEs using the Internet have grown 46% faster than their counterparts who do not use the Internet (Bajaj Nag, 1999; Khiang Chye, 2002; Scupola, 2003). Advantages e-Commerce for SMEs in Malaysia There are however, some disadvantages of employing e-commerce by small and medium companies. According to the research done by  Commerce. Net  in 2000 of the top 10 barriers to E-commerce, the main disadvantage of E-commerce is the lack of a business model, lack of trust and key public infrastructure, slow navigation on the Internet, the high risk of buying unsatisfactory products, and most of all lack o f security (Turban, King, Lee and Viehland, 2004). Studies by Kleindl (2000) showed that smaller businesses can experience shortcoming due to internet usage. Firstly, competitive threats may increase as the new medium allows larger firms to mimic the traditional strength of SMEs in serving niche markets, developing customer intimacy and exploiting local knowledge (Cohen and Kallirroi, 2006). For instance, a regional firm with limited local competition previously, may be confronted with new threats from across the country or the globe once it began to use e-commerce. The new technology may also increase competitive rivalry and the pace of competition by reducing barriers to entry and increasing the rate of product and process innovation (Drew, 2003). Another disadvantage of e-commerce is the absence of personal interaction between the seller and the buyer. Business via e-commerce is done by machines and computers that the customer is detached from everything else. Due to that, application of e-commerce needs constant updating of product information which can be tedious and time-consuming (https://www. manifest-passive-income. com/disadvantagesofecommerce. html). Another limitation of e-commerce is that it is not suitable for perishable commodities like food items. People prefer to shop in the conventional way than to use e-commerce for purchasing food products. So e-commerce is not suitable for such business sectors (https://www. buzzle. com/articles/advantages-and-disadvantages-of-electronic-commerce-e-commerce. html). . Barriers to successful e-commerce application by SMEs in Malaysia Although ICT has been acknowledged and welcomed by businesses for quite some time, it seems that SMEs are slow in the uptake of e-commerce application in their organizations. Maxis Bhd Vice President, Fitri Abdullah stated that â€Å"ICT is an integral requirement for all companies – including SMEs – to improve efficiency and productivity. It is now us ed more as a business enabler or differentiator† (The Star, 2010). In a borderless world where communications such as voice, data and video play an important role on individual and companies, lacking proper ICT usage can be a big loss (Dhesi, 2010). The crucial role of e-commerce becomes even more as the popularity of the Internet and digital growth increase. According to IDC’s December 2009, Worldwide Digital Marketplace Model and Forecast, more than 1. 6 billion people – a little over a quarter of the world’s population – used the Internet in 2009. By 2013, over 2. 2 billion people – more than one third of the world’s population – are expected to be using the Internet (The Star, 2010). In addition, there are more than 1. 6 billion devices worldwide were used to access the Internet in 2009, including PCs, mobile phones, and online videogame consoles. By 2013, the total number of devices accessing the internet will increase t o more than 2. 7 billion, with mobile internet ramping faster than desktop internet adoption (Dhesi, 2010). Some of the barriers to successful application of e-commerce by small and medium companies are stated as follows: 1. Electronic payment and data confidentiality: Three factors i. e. immature electronic payment methods, Internet security, and limitations of the legal framework regulating electronic transactions are the main barriers preventing SME from using e-commerce. 2. Quality assurance and proprietary requirements: SMEs may be uncomfortable when trading in electronic marketplaces, where quality of goods is not guaranteed. 3. Human and capital resources: SMEs may have limited scales of operation, such as family businesses with just enough manpower and capital to conduct day-to-day business, and usually cannot spare additional resources to train employees for the new e-commerce business. 4. Lack of drivers and initiatives and reluctance to change: most family businesse s in SMEs may have limited resources to develop new business channels. The general mindset of the SME owners is that of a â€Å"follower,† which poses as a major hurdle for using e-commerce. Conclusion It cannot be denied that ICT especially in the form of e-commerce is a crucial business innovation that should be adopted by small and medium enterprises. Large companies that are using e-commerce have managed to achieve profound success and productivity in their business endeavors. Thus, it becomes apparent that such adoption in SMEs may also result in productivity and growth of the companies. In Malaysia, the Government has provided Internet access to business and individuals which further promote the growth of business via e-commerce. However, the low usage and adoption of e-commerce among Malaysian SMEs continue to become an issue in this country and therefore render our nation to achieve our potentials in k-economy. In conclusion, SMEs should resolve the internal iss ues pertaining to poor usage of e-commerce and take up the opportunities provided by government to promote the use of e-commerce in business. Such a move could possibly thrust the development of small medium industries even more in this country. References Alias Radam, Mimi Liana Abu and Amin Mahir Abdullah (2008). Technical Efficiency of Small and Medium Enterprise in Malaysia: A Stochastic Frontier Production Model, Int. Journal of Economics and Management 2(2): 395 – 408 Bajaj, K. K. , Nag, D. (1999). E-commerce: The cutting edge of business. New Delhi: Tata McGraw-Hill. Beynon-Davies P. (2004). E-Business. Palgrave, Basingstoke. Beck, R. , Wigand, R. T. , Konig, W. (2005). The diffusion and efficient use of electronic commerce among small and medium-sized enterprises: An international three-industry survey. Electronic Markets, 15(1), 38- 52 Bernama (2010). E-Commerce Adoption Among SMEs Limited, Says MPC, retrieved from: https://www. malaysiasme. com. my/index. ph p/SME-News/E-Commerce-Adoption-Among-SMEs-Limited-Says-MPC. html Boter, H. , Lundstrom, A. (2005). SME perspectives on business support services. Journal of Small Business and Enterprise Development, 12(1), 244-258. Brian, W. , (1998) â€Å"Your network’s not ready for e-commerce†, Network Computing, Vol 9, pp22-25. Brown E (ed. ) 2002, Accelerating the Up-take of E-commerce by Small and Medium Enterprises, Small Enterprise Telecommunications Centre (SETEL), retrieved from: https://www. etel. com. au/smeforuim2002/final_report. pdf Cohen S and Kallirroi G (2006) â€Å"e-Commerce Investments from an SME perspective: Costs, Benefits and Processes† The Electronic Journal Information Systems Evaluation Volume 9 Issue 2, pp 45 – 56 Department of Statistics, Malaysia (2005). Census of Establishments and Enterprises (preliminary data). Dhesi, D. (2010). ICT a must for SMEs, Bernama, March 20, 2010 Drew, S. (2003) â€Å"Strategic uses of e-commerce by SMEs in t he East of England†, European Management Journal, Vol 21, pp 79-88 Engsbo, M, Saarinen, T, Salmi, H Scupola, A. (2001). A framework of adoption of e-commerce in networks of SMEs’ in Proceedings of IRIS 2001, Ulvik, Norway Jetol, B. , Obit, J. H. , Asing, J. G. and Tanakinkal, G. H. (2006). An Exploratory Research of the Usage Level of E-Commerce among SMEs in the West Coast of Sabah, Malaysia. Journal of Internet Banking and Commerce, 11 (2) Johnston, D. A. , Wade, M. , McClean, R. (2007). Does e-business matter to SMEs? A comparison of the financial impacts of internet business solutions on European and North American SMEs. Journal of Small Business Management, 45(3), 354-361. Kalakota, R. , Whinston, A. B. (1997). Electronic commerce: A manager’s guide. MA: Addison-Wesley. Kartiwi, M. and MacGregor, R. C. (2007). Electronic commerce adoption barriers in small to medium-sized enterprises (SMEs) in developed and developing countries: A cross country compari son, Journal of Electronic Commerce in Organizations, Volume 5, Issue 3 Khiang, A. L. B. , Chye, G. N. K. (2002). Information technology and e-commerce for successful SMEs. Malaysian Management Review, 37(2). Kleindl, B. (2000) â€Å"Competitive dynamics and new business models for SMEs in the virtual market place†, Journal of Developmental Entrepreneurship, Vol 5(1), pp 73-85 Lee, C. -S. (2001). An analytical framework for evaluating e-commerce business models and strategies. Internet Research, 11(4), 349. Internet Economy Indicators (IEI). (2003). Facts figures: The Internet and business. Retrieved from https://www. internetindicators. com/facts. html Nitty Hirawaty Kamarulzaman and Molila Mohd Nawawi (2009). The Use of Internet Applications in Managing Logistics Activities Among Palm Oil Industry Participants, Int. Journal of Economics and Management 3(2): 262 – 277 Paul Timmers, (2000), Electronic Commerce strategies models for business-to-business trading, pp. 1, John Wiley Sons, Ltd, Ramayah, T. (2004). E-readiness of SMEs in Northern Malaysia, Proceedings of the Pan-Pacific Conference, International Business and Global project Management, May 26-28, Anchorage, Alaska, USA. Retrieved from: https://www. Management. usm. my/ramayah/conf53. doc. Ramayah, T. , Osman, M. , Azizah, O. and Malliga, M. (2009). Technology adoption among Small Medium Enterprises (SMEs): A Research Agenda, World Academy of Science, Engineering and Technology Ramayah, T. , Lim Chia Yan and Mohamed Sulaiman (2006). SME e-readiness in Malaysia: Implications for Planning and Implementation Raymond, L. , Bergeron, F. O. , Blili, S. (2005). The assimilation of e-business in manufacturing SMEs: Determinants and effects on growth and internationalization. Electronic Markets, 15(2), 106-118. Rosli Mohamad and Noor Azizi Ismail (2008). E-Commerce Practices Among SMEs: A Review Of Major Themes And Issues, Business e-Bulletin, Vol. 1, Issue 1, 7-13 Sam, T. L. , Leng, A. -C. (June, 2006). Adoption of electronic commerce amongst small and medium enterprise. Paper presented at the Knowledge Management International Conference and Exhibition 2006, Kuala Lumpur Malaysia Scupola, A. (2002), ‘Adoption issues of business-to-business Internet commerce in European SMEs’ in Proceedings of the 35th Hawaii International Conference on System Sciences, Hawaii, USA , vol. 7, January 7-10 Scupola, A. (2003). The adoption of Internet commerce by SMEs in the south of Italy: An environmental, technological and organizational perspective. Journal of Global Information Technology Management, 6(1), 52. Shireen Ng and Ainin Sulaiman (2001). A Comparative Study on E-Commerce Security Policies, Proceedings of the Asia Pacific Management Conference, 27-36 SMIDEC (2002). SMI Development Plan (2001-2005). Percetakan Nasional  Malaysia  Berhad, Kuala Lumpur Teo, T. S. H. (2007). Organizational characteristics, modes of internet adoption and their impa ct: A Singapore perspective. Journal of Global Information Management, 15(2), 91-117. Ting, O. K. (2004). SMEs in  Malaysia: Pivot points for Change. Retrieved from https://www. mca. org. my Turban, E. , King, D. , Lee, J. , and Viehland, D. (2004)  Electronic Commerce: A Managerial Perspective, New Jersey: Pearson Prentice Hall

An Analysis Of Kate Chopin s The Story Of An Hour And...

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Essay about Modernism in T.s. Eliotss the Wasteland

Modernism in T.S. Eliots The Wasteland Modernism has been defined as a rejection of traditional 19th-century norms, whereby artists, architects, poets and thinkers either altered or abandoned earlier conventions in an attempt to re-envision a society in flux. In literature this included a progression from objectivist optimism to cynical relativism expressed through fragmented free verse containing complex, and often contradictory, allusions, multiple points of view and other poetic devices that broke from the forms in Victorian and Romantic writing, as can be seen in T.S. Eliots The Waste Land (Levanson). The varied perspectives or lack of a central, continuous speaker uproots The Waste Land from previous forms of poetry;†¦show more content†¦Thus faced with this paradox, the reader is privy to one of the modernist themes in the work: individuals are permanently estranged, each bearing a unique identity, yet they are able to connect with each other to create a kind of coherence, however temporary. Of course, Matthew Arnold wrote something very similar in To Marguerite: Continued, but up until Eliots The Waste Land, this truth was never illustrated in the lyrical construction itself. Eliot also employs fragments in the work, further articulating his modernist ideas. These fragments are sometimes used to blur the lines between speakers, but also serve to blend opposing strands of knowledge. Trying to singularly categorize the usage of fragments is as difficult as finding a unified meaning in the poem and that is the entire point. Yet, in keeping with modernist thought, can there exist an entire point? The answer is inevitably fragmented. In lines 307-311, To Carthage then I came/ Burning burning burning burning/ O Lord Thou pluckest me out/ O Lord Thou pluckest/ burning, the words of St. Augustine from his Confessions and the Buddhas Fire Sermon are crammed together to form a new, incongruous whole. This synthesis hints at some sort of truth that may be discovered by joining these ancient bits of wisdom, two differing perspectives. However, if one assumes that something meaningful can be created from These fragments I have shored against

Lean Manufacturing Process in the Context of GSK-Free-Samples

Question: Discuss about the application of the lean Manufacturing process in the context of GSK. Answer: Introduction Lean manufacturing refers to a continuous developing philosophy, which is applied in the manufacturing industry to reduce the cost and to increase the productivity. The concept of the lean manufacturing is generated from Toyota automobile company as they are the first user of lean technique. This lean manufacturing is associated with the cost reduction and customer satisfaction (Gndz 2015). On the other hand, application of the lean manufacturing is vital for the organization to improve the quality and delivery process of a supply chain management. Lean makes an organization profitable by reducing the waste and cost of the operation. Therefore, continuous elimination of the problem in an organization is caused by lean manufacturing technique. This report deals with the application of lean manufacturing theory and the process management in the context of Glaxo SmithKline service unlimited or GSK. Background of the organization Glaxo SmithKline plc or GSK a UK based pharmaceutical organization and its headquarter is based in the Brentford, London. This organization is world's sixth largest pharmaceutical organization. This organization manufactures pharmaceutical products and markets these products. They manufacture drugs for various diseases including diabetes, infection, cancer, asthma and mental health. They are popular to provide malaria vaccine. Besides, that is famous for the oral healthcare products include Aquafresh, Sensodyne toothpaste. They also offer health drinks like Boost, Horlicks and so on (Gsk.com 2018). One of the major issues of the pharmaceutical company is the inventory management and high cost of manufacturing (Fullerton et al. 2014). In the context of GSK, they have been facing issue regarding their high operation cost. However, the medicinal stores order the drugs that are prescribed by the physician. Therefore, often the store holders have no idea what they order and the manufacturers as well as the wholesalers have to maintain sufficient stock with the variety of medicines. This often creates an issue as if the wholesalers do not get the adequate order then the stock become out of data and waste occurs in the supply chain process (Cherrafi et al. 2016). GSK is a popular pharmaceutical organization, thus, they have to keep a variety of medicines besides maintaining the low inventory. The staffs of GSK fail to keep track of the inventory as a result, this organization has been facing issue to manage the low inventory with a variety of medicines. On the other hand, their manufacturing, as well as operating cost, is high, which needs to reduce to enhance the profitability. GSK needs to aware of the area of improvement in their operating process. However, if this manufacturer keeps high inventory in order to meet the demand of the customers then they have to face huge waste in their supply chain management, which also affects the profitability of the organization. On the other hand, low inventory management often leads this organization to deliver the produc ts as per the requirement of the customers. Hence, application of the lean manufacturing process will be helpful for such organization to improve productivity besides reducing the cost. Critical discussion of the main factors that influence the manufacturing or the service design process in the context of GSK Role of the suppliers Several factors are associated with the manufacturing process as well as the process design in an organization. One of the major factors is the suppliers. However, manufacturer depends on the suppliers for raw materials to produce the goods. In the context of GSK they are the pharmaceutical organization and manufactures different types of medicines. Hence, they have a huge dependency on the suppliers for the raw materials for their medicine manufacturing. This organization is popular for their malaria vaccine and they also offer health drink to the customers. In order to manufacture these products they need to obtain fresh raw materials from the suppliers. However, for the manufacturing of the medicine the pharmaceutical organization needs fresh materials within 24 hours (Ismail and King 2014). Thus GSK needs suppliers those are able to fast supply the raw materials. As for example, Parexel is the major supplier of GSK. This supplier provides raw materials to develop malaria vaccine. This supplier is capable to supply the materials quickly as if they delay then the materials can be spoiled as a result, the manufacturing process of GSK will be hampered. However, often the organization faces problems in their manufacturing due to the delay of the suppliers. Due to the bad climate often the suppliers fail to provide the raw materials within the promised time. On the other hand, transportation issue is another big issue that often hampers the supply of the raw materials. As argued by Hudnurkar et al. (2014), if the supplies of the raw materials are not forthcoming then the manufacturing process becomes slowdown. As asserted by Cherrafi et al. (2016), a smooth supply operation as well as the delivery of the raw materials within the time will lead an organization to promote their production within the scheduled time. Hence, for GSK it is crucial to make a continuous communication with their suppliers to enhance their manufacturing process. Role of the workforce in manufacturing process The workforce of an organization is a major part as without a strong workforce it is difficult for an organization to enhance their product manufacturing. In the context of GSK, they are famous for the manufacturing of Malaria vaccine. Therefore, they are popular for the health drink manufacturing. There is a high demand for this particular medicine and the health drink in the global market. Due this huge demand GSK needs to manufacture high volume products as a result, they need more workforces. The workers are directly associated with the product manufacturing (Tate et al. 2014). Thus, they can affect the manufacturing process through various ways. As for example, there is sick day and vacations, which often hampers the production of an organization. In the context of GSK they produce vaccine and health drink, which needs to prepare within a specific time. However, vaccine needs to manufacture within a proper time otherwise the advantages of this vaccine can be destroyed. Hence, du e to strike, holidays and sick days the pharmaceutical industry faces labor shortage issue, which hampers the manufacturing process. As commented by Ismail and King (2014), to meet the market demand high volume and fast production is crucial for the pharmaceutical industry. Hence, for GSK often they need to supply high volume medicine in the market due to the high demand. Therefore, often they have some emergency order, which they need to deliver fast. In order to produce bulk amount of products within a short period the pharmaceutical industry needs more workers. This will enhance their manufacturing process. Equipments Equipment is an essential part of the manufacturing process as it helps the organization to enhance the manufacturing process by producing high quality and high volume products. As asserted by Panwar et al. (2018), manufacturing process includes complex machine in order to develop good products. As argued by Cezar Lucato et al (2014), malfunction or breakdown in the equipments can affect the manufacturing process. GSK is a pharmaceutical industry and they use various types of equipments in their drug manufacturing. Hence, occurrence of the equipment breakdown is very common in this organization. This hinders the manufacturing process in this organization. On the other hand, it is important for the pharmaceutical industry to improve the efficiency of the all machines, which will help this organization to promote a continuous and effective operation process in their manufacturing process. For the pharmaceutical industry as for example, in the context of GSK they focus on the fast production process, which needs latest technology as well as the modern equipments. As criticized by Bhamu and Singh Sangwan (2014), failure of the machine is a major drawback of the modern technology. Hence, for GSK breakdown or damage of the equipments can affect the flow of the manufacturing. Organizational policy Organizational policy plays an important role in influencing the manufacturing process of an organization. However, pharmaceutical industry develops policy based on the type of the manufacturing, type of the product and scale of the production. The management policy has great influence on the selection of layout regarding the manufacturing process (Yang et al. 2015). In GSK they follow the regulatory policy to reduce the barriers from their drug manufacturing process. However, for the consumers it is not possible to judge the quality of the medicine. The pharmaceutical industry needs to make policy to ensure the quality of the drug. Regulatory policy helps the manufacturer to develop good manufacturing practices by ensuring the quality of the raw materials that are provided by the suppliers. However, often the pharmaceutical companies fail to follow the policies of quality management during the manufacturing process. This affects the quality of the products as well as the manufacturi ng process. However, GSK can develop a good manufacturing practice in their organization by following the regulatory policy. Influence of the factory overhead Factory overhead refers to the dependency of the manufacturer on the on power machine, workspace light, and equipments. Lack of one of this thing may hamper the manufacturing process (Chauhan et al. 2015). For GSK to introduce a better manufacturing they need to maintain a continuous flow of the electricity and the water in their manufacturing zone. As commented by (Alves and Alves 2015), the lack of water supply, power supply and changes in the management style leave a great impact on the manufacturing process. Often the temporary shutdown of the power supply affects the manufacturing process. In GSK, they have to maintain a proper supply of the power as any breakdown in the power supply can affect the continuity of the manufacturing process in this organization. Employee safety Employee safety is a crucial part of the organizational operation process. In a manufacturing industry during the selection of a particular production layout maintenance of the employee safety program is crucial (Khalili et al. 2018). The production layout should consist of non-slippery floor, strong odors, safety from the dangerous fumes and excess heat. For GSK it is important for the organization to reduce the hazardous substances from the manufacturing such as toxic chemicals and defective equipments to ensure the worker safety. This organization produces drug thus they needs to create awareness among the employees regarding the use of protective clothes. This will help such organization to ensure a hassle free manufacturing process by maintaining the safety of the employees. However, if the safety o the employees is hampered then the production process will be affected. Resources Resources or capital is the vital factor of manufacturing process. As argued by Alves and Alves (2015), without the proper management of the resources it is difficult for an organization to enhance their manufacturing activities in a proper way. For GSK they need to arrange the resources such as workforce, financial resources and technical equipments. Arrangement of the raw materials is another vital resource for the pharmaceutical industry as the manufacturing of the medicine depends on the fresh raw materials. Lack of proper resources hampers the manufacturing process as well as the flow of the production. Implementation of lean manufacturing in cost reduction and improvement of the customer service Application of the lean manufacturing in the context of GSK Application of the lean manufacturing is a big revolution in the manufacturing industry. Lean principles lead an organization to give optimum production along with low investment (Sundar et al. 2014). However, application of lean principle will help GSK to reduce waste and improve the overall quality of their medicinal products. Lean manufacturing is applied by following four major steps include value stream mapping, error proofreading, maintenance of the total productivity and control. GSK can apply the lean principles by reducing the batch size. Reduction of the batch size will help them to maintain the low inventory and keeps the batch numbers constant. On the other hand, by keeping smaller batch size GSK will be able to save money by reducing the shipping cost. Managers of an organization can use the lean principles to enhance the cost reduction process and the customer engagement in an organization. However, the leaders in an organization need to play a fundamentally different r ole in the implementation of the lean manufacturing. The leaders have to create an environment in an organization to facilitate the continuous improvement in this organization. In the context of GSK, they need to develop an environment in which the organization is involved in the bringing continuous improvement through the introduction of lean principle management. However, cost reduction is an important part of the lean principle. The managers of an organization reduce the cost by reducing the operational cost in the process management. Therefore, the managers motivate the employees to meet the needs of the customers. This leads the managers to enhance the customer engagement in organization. However, GSK tries to meet the current needs of the market that is the emergency delivery of the drug to medicinal stores. This is a big approach of this organization, which enhances the customer engagement. Incorporation of the new technology is a big aspect of lean manufacturing. GSK needs to implement the lean manufacturing process by incorporating the technology. GSK has been facing challenges in order to keep a balance between the low stock management and customer demand. They need to keep the variety of products besides minimizing the waste. As for example, EZO office Inventory is an useful inventory management software that enables the organization to keep a track of the vendor, remaining stock and sales track (Wong et al. 2014). However, by using such software GSK will be able to keep a record of their existing stock and the product those are sold. It helps them identify the products, which have more demand in the market. Hence, they can store such particular product in a large amount and eliminates the stock of the other products, which have less demand in the market. As for example, health drink such Horlicks has more demand than Boost. In the context of GSK, they can maintain large stock for Horlicks in comparison to Boosts. This will enable GSK to reduce the waste and to manage the inventory. In order to manage the inventory ERP or enterprise resource management software is used in the lean manufacturing process (Cezar Lucato et al. 2014). This reduces the error from the manual entry of the information. However, ERP also reduces the requirement of the repetitive process, which also reduces the cost. In the context of GSK, application of ERP in the lean manufacturing process will help the staffs to build a good relationship with the customers. On the other hand, the employees keep the real-time information through using this software. However, reduction of the manual handling in the lean manufacturing process is also associated with the reduction of labor cost. Inventory management software helps the manufacturers to check the expiry date of the products. In the context of GSK, they can discard the old inventory by checking the expiry date of the medicines through the software. Lean manufacturing can be implemented through following the just in time strategy (Nallusamy et al. 2015). This lean manufacturing strategy can be established in GSK by following just-in-time production. However, excessive production causes the waste and hinders the cash flow. By following the lean manufacturing strategy GSK will communicate with the suppliers, vendors, and clients as a result, they can maintain a stable rate of entry of the products in their inventory. As a result, the organization has no need to face the product gathering and they can reduce the sudden emergency request of the product, which increases the cost. Manage low inventory in the context of GSK by applying lean principles Inventory is one of the major wastes among the seven wastes that are identified by the lean manufacturing. Inventory may add value or may not add value to an organization (Elking et al. 2017). For GSK it is crucial to keep fresh and updated product in their inventory as it is a pharmaceutical organization. Medicines those dates are expired are considered as the waste in the pharmaceutical organization. In the context of GSK maintenance of the accurate inventory is mandatory to reduce the waste from their operating process. Use of ERP is helpful to complete this process. However, the entire operation process of the supply chain management that is a movement of the raw materials to the production house and the movement of the finished product from the warehouse to the customer end should be managed in an appropriate manner (Cooper 2017). This is a major aspect of the lean manufacturing. Hence, by following the use of ERP GSK will be able to scan the barcode and track the inventory at t he appropriate time. Use of this modern technology in the application of lean manufacturing process will allow GSK to track the movement of the suppliers. Application of the cycle counting program is effective to improve the accuracy of the inventory record. As criticized by Marodin et al. (2017), use ERP is helpful for keeping the inventory record however, it depends on the input method. Hence, cycling counting is an appropriate process to manage the data of the inventory. GSK can identify and eliminate any error from their inventory management by using cycle counting program. This cycle counting program will enable GSK to reduce the overstock over the time. Cost reduction by applying lean principles in the context of GSK Application of the lean manufacturing is associated with the cost reduction from the entire firm. GSK has been suffering from the negative impact of high operating cost. Hence, by applying lean principles they will be able to reduce the overall cost of their supply chain process. Cost of the raw materials often enhances the operation cost (Lucherini, and Rapaccini 2017). The manufacturers are able to select the suppliers by the application of lean manufacturing process. GSK have to maintain time to time track of the suppliers, which will reduce the waste of the raw materials as well as the operating cost. A lean will allows GSK to implement a simple manufacturing design system. Implementation of the complex manufacturing system may increase the expense in an organization (Nadeem et al. 2017). However, lean principles focus on the simple manufacturing design through the application of emerging technology. Such automation technology is beneficial to reduce the manufacturing cost. Lean manufacturing focuses on the workforce reduction as it is associated with the high cost (Reza et al. 2017). Use of the automation technology will be effective to reduce the labor cost in GSK. As for example, Flash-View is an important software, which keeps the continuous track of the customer's order. This reduces the manual handling and labor, as a result, the operating cost of a business is reduced. GSK will apply the Flash-View software to minimize the expenses form operating process. On the other hand, by keeping the products up to date GSK will be able to reduce the waste from their supply chain process. Incorporation of the technology is the major aspect to apply the lean principles in the cost reduction process of GSK. Conclusion The entire study executes a brief account of the application of the lean manufacturing process in the context of GSK. However, GSK is a pharmaceutical organization thus, waste and high operating cost are the major two drawbacks of their supply chain management. Hence, application of the lean manufacturing will be a helpful activity for them to cope with the current challenges in their organization. Lean manufacturing is associated with the cost reduction, quality improvement, waste minimization, and high efficiency. 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