title: It (miniseries)

text: "It" was released on VHS and LaserDisc in 1991. Warner Home Video released the VHS version in the United Kingdom on August 22, 1991; "Samhain", Britain's longest running horror magazine, promoted it with a five-copy giveaway for readers who sent in when the original novel was published. In January 1992, a high-quality, digital-stereo LaserDisc version of "It" was released in Japan. On February 10, 1993, Warner Home Video released two VHS versions of "It": a standard-play-speed set consisting of two tapes, as 193 minutes was too much time for a standard play tape to hold; and a one-tape, lower-quality, extended play-speed version. "Houston Chronicle" writer Bruce Westbrook considered this a questionable business decision for Warner: The versions were being sold at a high rental price ($79.99); and many retailers were un-equipped to display "cumbersome two-tape" products or worried about customers not wanting to rent a long two-tape set for just one night. The VHS and LaserDisc releases feature "It" as originally aired. In 1998, "It" was re-released on VHS on a single cassette tape and was altered, removing the end credits from part 1 and the opening credits of part 2. These edits carried over to all future releases of the miniseries.


title: It (miniseries)

text: , on Rotten Tomatoes, the miniseries holds an approval rating of 67% based on , with a weighted average rating of 5.59/10. The site's consensus reads, "Though hampered by an uneven second half, "It" supplies a wealth of funhouse thrills and an idelible turn from Tim Curry as Pennywise." It topped "The New York Observer"<nowiki>'</nowiki>s 2014 list of the best Stephen King miniseries; the source explained that while it was "two hours too long," it was still the scariest King miniseries of all time. "Complex" called it the scariest horror film of 1990, noting its "manipulative" horror as well the relationships of the Losers: "The camaraderie and shared history of "It"s protagonists stir feelings of warm nostalgia in viewers—which makes it all the more horrifying every time Pennywhistle pops up."


title: It (miniseries)

text: Many retrospective pieces have spotlighted Curry's version of Pennywise, being called by several publications and scholars as one of the most terrifying clown characters in film and television. In fact, it is "widely considered the archetype of the <nowiki>[</nowiki>evil clown<nowiki>]</nowiki> genre," wrote Jessica Glenza. As "The Atlantic" summarized the terror of the performance and character, "He speaks in a kind of singsongy, guttural growl, his teeth are sharp fangs, and the contrast between his comical yellow dungarees and his penchant for ripping off children's limbs is fairly stark." "Rolling Stone" writer Sean T. Collins described it as "the stuff sleepless nights are made of. He gloats, he giggles, he taunts, he devours the scenery like the monster himself devours middle-schoolers – and he generally sears his way right into the brain of the viewer."


title: It (miniseries)

text: Collins and James Smythe of "The Guardian" claimed the miniseries to have a cult status, Smythe using Curry's portrayal as the main reason: "To this day, it's Pennywise that people turn to if you ask them to picture a scary clown. Far more people than ever read the book have seen pictures of Curry's Pennywise, or have watched clips, or remember their siblings forcing them to watch it with them." Curry's portrayal of the character turned him into a horror icon. As "Bloody Disgusting" explained, "His mixture of pleasant charm with gleeful terror has cemented the character in our minds, filling our slumbers with nightmares." In 2015, the source ranked his version of the clown the best Stephen King villain. Perkins recalled being at Hal-Con "and a lot of people wanted to talk about "It" with me, especially women who really loved Beverly and wanted to be her because they felt like an outcast, and saw her as a character with a lot of strength."


title: It (miniseries)

text: However, the other parts of the miniseries have faced more divided opinions. Smythe, while finding the miniseries enjoyable overall, also found the writing to be "clunky" and the other performances to be "soapy." Sandra Harris of "Moviepilot" noted the miniseries' "gorgeous scenery" and "nice interweaving of flashbacks with the regular scenes," while Ian Jane of "DVD Talk" and John Campopiano of "Bloody Disgusting" praised the combination of childhood nostalgia with horror elements.


title: It (miniseries)

text: Dan Stephens from the UK website "Top 10 Films" praised the first part of the miniseries for its story, character development, and suspense. However, he found the second part disappointing, disliking the lack of "friendship and togetherness" of the main characters that was present during the first part as well as the clichéd ending. "The Mary Sue" critic Kate Gardner appreciated "It" for its camp value, but was disappointed with how the miniseries rejected the "character study" aspects of the novel to fit the three-hour running time. Rozsa was also one of the few reviewers to dislike the child performers, describing their line delivery as "unconvincing."


title: It (miniseries)

text: Jonathan Barkin, in a 2016 review, wrote that the first part, while the best of the miniseries, suffered from "awkward attempts to tie everything together," where what is only shown is "the smallest of snippets and there aren't really any solid connecting lines." He also panned the second part for padding it with uninteresting presentations of the adult Losers. His overall criticisms includes its flashback structure and cheap television look, especially when it came to the spider and the "lazy" choice of close-up shots for Pennywise's scary faces.


title: It (miniseries)

text: While King has admitted to enjoying the miniseries, calling it a "really ambitious adaptation of a really long book;" Wallace, who only read the novel years after finishing "It", stated in 2003 that he found the miniseries to be inferior to its source material. In 2015, however, he stated that he "was, and am, very, very proud of "It"."


title: It (miniseries)

text: "It"s commercial success began a wave of miniseries adaptations of Stephen King works, such as "The Tommyknockers" (1993), another miniseries where Cohen wrote the script; "Rose Red" (2002), and "11.22.63" (2016). It also was a heavy part of ABC's later decisions of allowing King to write screenplays of miniseries versions of his works, such as "The Stand" (1994) and "The Shining" (1997).


title: It (miniseries)

text: In 2013, Pennywise made an appearance in an advertisement for organic food company Herbaria that was produced by Andreas Roth with Jung von Matt/Neckar and Tempomedia.


title: It (miniseries)

text: The two-part late 2010s film version of "It" ("Chapter One" and "Chapter Two") feature references to the miniseries. A doll replica of Curry's Pennywise is seen in "Chapter One" in the scene where Richie encounters a room of clown dolls in the house on Neibolt Street; the doll was also included in the film's trailer. "Chapter Two" not only features a cameo from Crane, but also Pennywise (portrayed by Bill Skarsgård) reiterating the miniseries line "Kiss me, fat boy" and the designs of the clownhouse's clown bags having the same pattern as the attire of Curry's Pennywise. Skarsgård stated in an interview about the miniseries, "I watched the whole thing, and...it's cute. It's very dated, you know?" The 2017 film's Henry Bowers actor Nicholas Hamilton and editor Jason Ballantine admitted to using the miniseries as reference when working on the 2017 version.


title: It (miniseries)

text: In May 2017, an Indiegogo campaign was created for "", an independent documentary film about the production and lasting impact of the "It" miniseries. The project met its crowdfunding goal in June 2017, with production beginning the following month. The film, directed by Chris Griffiths and produced by John Campopiano and Gary Smart, will feature interviews with members of the miniseries' cast and crew, including Tim Curry, Tommy Lee Wallace, Bart Mixon, Seth Green, Richard Thomas, and Emily Perkins. From October 27 to October 28, 2018, at the Scotiabank Convention Centre's 2018 Frightmare in the Falls event, Campopiano held an exhibit of the props, costumes, memorabilia, and behind-the-scenes of "It" to promote the documentary. On February 22, 2019, an extended trailer for the film was uploaded to YouTube. The documentary had its world premiere at the Sitges Film Festival on October 15, 2021, and premiered in select theaters on July 8 and digital formats on July 26, 2022. It was first released on DVD and Blu-ray in the UK on October 24, 2022 and then released worldwide on November 22nd, 2022. The documentary was met with mixed reviews with That's Pop Culture rating it three out of five stars, saying, "A solid documentary that doesn’t quite have the IT factor". Robert Martin for "Starburst" remarked that, "there’s nothing exciting or unusual about the telling of the story - it’s a very standard documentary indeed. It’s the subject matter only which keeps the interest and that’ in itself is fascinating." giving it 4 out of 5. The Reviews Hub website added, "Without much drama to keep it running, and a bloated running time of over two hours, Pennywise: The Story of It dilutes any interesting nuggets in a sea of trite interviews.".


title: It (miniseries)

text: In August 2018, it was announced that "Pennywise: The Story of IT" co-producer Campopiano was producing a short alternate history sequel film to the miniseries titled "". The short, directed by Ryan Grulich, features Tony Dakota reprising his role as Georgie Denbrough from the "It" miniseries, and centers on the idea of how the narrative could have continued had Georgie not been killed by Pennywise. The short also features Ben Heller, who portrayed young Stanley Uris in the miniseries. On August 27, 2018, a teaser trailer for "Georgie" was uploaded to YouTube. The short premiered at the Boston Underground Film Festival on March 22, 2019, and made its debut online on June 10, 2019, on the "Fangoria" Facebook page.


title: It (miniseries)

text: From May 22 to May 29, 2015, the company Horror Decor sold Pennywise dolls as part of their "Killer Carnival Punks" collection that also featured doll versions of the clown from "Poltergeist" (1982) and Gunther from "The Funhouse" (1981).


title: It (miniseries)

text: Factory Entertainment has released several products based on the miniseries: a lunchbox, a 15" Premium Motion Statue of Pennywise with an audio card playing some of Curry's lines, and a plush doll of the clown. The company's Pennywise figure and lunchbox was previewed at the 2017 American International Toy Fair. As part of Mezco Toyz' Living Dead Dolls line, the company sold copies of a 10" doll replication of Pennywise from November 2017 to January 2018.


title: It (miniseries)

text: On July 25, 2017, HalloweenCostumes.com, in collaboration with Hollywood effects company Immortal Masks, produced and released a 100%-silicone mask of the 1990 version of Pennywise, selling it at a very high price of $899.99.


title: It (miniseries)

text: On February 16, 2018, the National Entertainment Collectibles Association released various toys of the miniseries' Pennywise, such as a 2" tall scaler mini of Pennywise, an 8" bobble head of the character, a 6.5" battery-powered Pennywise that moves when exposed to light. The next day (per customer requests), it released a 7" "ultimate" action figure of Pennywise that featured interchangeable hands and four heads as well as balloons and a paper boat for the character to hold. Two more Pennywise figures were released exactly a year later: a second version of the figure that added three new interchangeable heads, a three-dimensional "emerging hand" book object, and a balloon featuring text saying "Turn Back Now;" and a 6" figure of a Saturday morning cartoon-style design of the clown, included as part of a collection that included similar-looking cartoon figures of Freddy Krueger, Jason Voorhees, and the 2017 film version of Pennywise. In January 2020, NECA released an 8" "clothed action figure" of Pennywise where he'll wear a sewed version of his costume; it had two interchangeable heads and interchangeable hands that includes glove and monster hands.


title: It (miniseries)

text: In March 2020, Japanese company Kotobukiya, as the first product of their "Dokodemo" horror statue series, released a 3" ARTFX figure that replicates "It"<nowiki>'</nowiki>s shower scene, specifically the part when Pennywise comes out of the drain.


title: It (miniseries)

text: In September 2004, The WB announced a two-hour telefilm remake of the "It" miniseries written by Peter Filardi and produced by Mark Wolper, both of whom previously worked on the 2004 version of "Salem's Lot". On June 7, 2006, the plan for the project changed into a four-hour miniseries remake of the 1990 adaptation that would air on The Sci-Fi Channel. There were no further announcements.


title: Philippe I, Duke of Orléans

text: "Monsieur" Philippe I, Duke of Orléans (21 September 1640 – 9 June 1701), was the younger son of King Louis XIII of France and his wife, Anne of Austria. His elder brother was the "Sun King", Louis XIV. Styled Duke of Anjou from birth, Philippe became Duke of Orléans upon the death of his uncle Gaston in 1660. In 1661, he also received the dukedoms of Valois and Chartres. Following Philippe's victory in battle in 1671, Louis XIV granted his brother the dukedom of Nemours, the marquisates of Coucy and Folembray, and the countships of Dourdan and Romorantin.


title: Philippe I, Duke of Orléans

text: Throughout his life, Philippe was open about his preference for male lovers, most notably the Chevalier de Lorraine, and freely acted with effeminacy. He married twice, first to Henrietta of England and then to Elizabeth Charlotte of the Palatinate, fathering several children. Philippe was the founder of the House of Orléans, a cadet branch of the ruling House of Bourbon, and thus the direct ancestor of Louis Philippe I, who ruled France from 1830 until 1848 in the July Monarchy. The Duke was military commander at the Battle of Cassel in 1677. Through careful personal administration, he greatly augmented the fortunes of the House of Orléans.


title: Philippe I, Duke of Orléans

text: Philippe was born on 21 September 1640 at the Château de Saint-Germain-en-Laye in the town of Saint-Germain-en-Laye, France, the day before his mother Anne's 39th birthday. As the son of a ruling king, the infant Philippe held the rank of a "Fils de France" (son of France). As such, he ranked immediately behind his older brother Louis, Dauphin of France, who inherited the French throne before Philippe reached the age of three. From birth, Philippe was second in line to the throne of France and was entitled to the style of "Royal Highness".


title: Philippe I, Duke of Orléans

text: He was born in the presence of his father Louis XIII, the Princess of Condé, and the Duchess of Vendôme, prominent members of the Bourbon dynasty. Philippe's cousin, Anne Marie Louise d'Orléans, noted in her memoirs that the child's birth was marked by celebratory cannons in Paris. An hour after his birth, he was baptised in a private ceremony by Dominique Séguier, Bishop of Meaux, and given the name Philippe. Louis XIII had wanted to give the infant the title Count of Artois in honour of a recent French victory in Arras within the county of Artois. However, Louis respected tradition and gave him the title of Duke of Anjou instead, a title commonly granted to the younger sons of French kings since the fourteenth century. After his baptism, Philippe was put in the care of Françoise de Souvré, marquise de Lansac, who also looked after his older brother, in 1643 succeeded by Marie-Catherine de Senecey.


title: Philippe I, Duke of Orléans

text: At the death of their father Louis XIII in May 1643, Philippe's older brother ascended to the throne of France as Louis XIV. Their mother Queen Anne revoked the late king's will to arrange for a power-sharing agreement with Cardinal Mazarin, who had been serving as Louis XIII's chief minister. Anne was now in full control of her children, something she had been vying for since their birth. As the younger brother of the king, Philippe was addressed as "le Petit Monsieur", since his uncle Gaston, who had also been the younger brother of a French king, was still alive. Gaston was then known as "le Grand Monsieur". It was not until 1660 at the death of Gaston that Philippe would be known simply as "Monsieur" or as the Duke of Orléans.


title: Philippe I, Duke of Orléans

text: The child Philippe was acknowledged to be attractive, affectionate, and intelligent. The Duchess of Montpensier dubbed him the "prettiest child in the world", while his mother's friend and confidant, Madame de Motteville, later said of Philippe that he displayed a "lively intelligence" early on. From 1646 on Philippe spent some of his childhood at the Hôtel de Villeroy ("Cremerie de Paris"), house of Nicolas de Villeroy, tutor of his brother Louis XIV. The children played there with Catherine de Villeroy and François de Villeroy.


title: Philippe I, Duke of Orléans

text: In the autumn of 1647, at age seven, Philippe caught smallpox, but recovered and convalesced at the Palais-Royal. A year later, he was taken from the care of women and, on 11 May 1648 carried out his first official ceremony when he was baptized publicly at the Palais Royal. His godparents were his uncle Gaston and aunt Queen Henrietta Maria of England. Later, he was placed in the care of François de La Mothe Le Vayer and the Abbé de Choisy. He was also educated by the maréchal du Plessis-Praslin. His tutors were chosen by Mazarin, who was created the superintendent of the prince's education by his mother. His education emphasized languages, history, literature, mathematics and dancing. Despite having a household of his own, his behavior was closely watched by his mother and Mazarin, who made sure that Philippe had no meaningful financial freedom from the crown.


title: Philippe I, Duke of Orléans

text: When Philippe was eight, the civil war known as the Fronde began in France. It lasted until 1653 in its two main phases: the "Fronde Parlementaire" (1648–1649) and the "Fronde des nobles" (1650–1653). During the conflict, the royal family was obliged to flee Paris on the night of 9 February 1651 for the safety of Saint-Germain-en-Laye in order to avoid a revolt by the nobility against Mazarin. When peace returned, the decision was made for Philippe to move his household to the Palais des Tuileries, previously the residence of the duchess of Montpensier opposite the Palais Royal. At the coronation of Louis XIV on 7 June 1654, Philippe acted as dean, placing the crown of France on his brother's head. All his life, Philippe would be a noted lover of etiquette and panoply, ensuring that all ceremonial details were adhered to.


title: Philippe I, Duke of Orléans

text: In late June 1658, Louis became gravely ill. Presumed to have typhoid, Louis was almost pronounced dead when, in mid-July, he began to recover. The illness made Philippe, heir presumptive to the throne, the center of attention. For fear of infection, Philippe could not see his brother. During the crisis, Queen Anne became closer to her younger son, showing him more affection. After Louis's recovery, Philippe was once again left to his own devices. Later in 1658, Philippe made his most significant purchase, the Château de Saint-Cloud, a building about 10 kilometers west of Paris. On 8 October 1658, its proprietor Barthélemy Hervart organized a sumptuous feast at Saint Cloud in honor of the royal family. Some two weeks later, on 25 October, Philippe bought the estate for 240,000 livres. He immediately began to organize improvements to what was then a small villa.


title: Philippe I, Duke of Orléans

text: When Philippe's uncle Gaston died in February 1660, the Duchy of Orléans reverted to the crown, as he had no surviving male issue. The duchy was one of the most highly regarded appanages of the "ancien régime", and it was traditionally Philippe's birthright as the brother of the king. Thus, at the death of Gaston, Philippe himself took on the new style of Duke of Orléans and Louis XIV granted Philippe the title officially on 10 May 1661 along with the subsidiary titles duke of Valois and duke of Chartres, all registered peerages with the Parlement de Paris. He was also granted the lordship of Montargis.


title: Philippe I, Duke of Orléans

text: In order to discourage the type of tempestuous relationship that had developed between Louis XIII and his younger brother Gaston, Anne of Austria and Cardinal Mazarin made it a private policy to prevent Philippe from pursuing ambitions which might prompt rivalry with or defiance of the king. Aside from his appanage, he was given no meaningful financial freedom from the Crown. Later, to his already rich holdings Philippe wanted to add the countship of Blois, with its Château de Chambord, and the governorship of Languedoc, but both would be refused him by his brother.


title: Philippe I, Duke of Orléans

text: During his childhood, Queen Anne was observed to address Philippe by such nicknames as "my little girl" and encouraged him to dress in feminine clothing even as a young man – a habit he would retain all his life. A contemporary would later call him the "silliest woman who ever lived", a reference to his effeminacy. As a young man, Philippe would dress up and attend balls and parties in female attire, for example, dressed as a shepherdess. Mindful that Gaston's treasonous habits had not only been evoked by the Fronde, but by his secret elopement with a foreign princess which had left the royal brothers estranged for years, his homosexual activity was not unwelcome, because it was seen to reduce any potential threat he may have posed to his older brother. It appears that 1658 was the key year in which Philippe's sexuality became well defined. Court gossip said that Cardinal Mazarin's own nephew Philippe Jules Mancini, the Duke of Nevers, had been the "first to [have] corrupted" Philippe in what was referred to as the "Italian vice" – contemporary slang for male homosexuality. Philippe certainly did make his first contacts that year with Philippe de Lorraine, known as the Chevalier de Lorraine, the male lover with whom he would establish the closest emotional attachment throughout his life.


title: Philippe I, Duke of Orléans

text: Even once married, he reportedly carried on open romantic affairs with German nobles, with no regard to either of his two wives. Philippe's favorites, invariably younger, handsome men, dominated contemporary and historical commentaries about his role at court, as had the "mignons" of Henry III. Philippe was infatuated with the famously arrogant Armand de Gramont, Comte de Guiche. There were also rumors at court that Philippe in fact had a mistress and had shown an interest in the Duchess of Mercœur, Mazarin's niece. Another lover of Philippe at this time was Antoine Coiffier, the Marquis d'Effiat. The latter had entered Philippe's life as captain of the chase and stayed in his household until Philippe's death.


title: Philippe I, Duke of Orléans

text: Among the lovers, one man stands out, Philip of Lorraine-Armagnac, the never-married Chevalier de Lorraine, who was described as "insinuating, brutal and devoid of scruple". As a member of the House of Guise, ranking as a "prince étranger", Philippe could keep him near while at court and promote him within his own household without initially evoking scandal or offending sensibilities. In January 1670, Philippe's wife prevailed upon the King to imprison the chevalier, first near Lyon, then in the Mediterranean island-fortress of Château d'If. Finally, he was banished to Rome. However, by February, the Duke of Orléans' protests and pleas persuaded the King to restore him to his brother's entourage.


title: Philippe I, Duke of Orléans

text: After Louis XIV's marriage to Maria Theresa of Spain on 9 June 1660, Queen Anne turned her attention to the marriage of Philippe. He had previously been encouraged to court his older cousin, Anne Marie Louise d'Orléans, Duchess of Montpensier, eldest daughter of Gaston and his first wife Marie de Bourbon. Known as "Mademoiselle" at this time, she had an immense private fortune and had previously rejected suitors such as Charles II of England. Born in 1627, she was the sole heiress of her mother, who died in childbirth. Mademoiselle declined the union, complaining that Philippe always stayed near his mother as if he was "like a child". Mademoiselle instead remained unmarried. Philippe would marry instead another first cousin, Princess Henrietta of England, youngest child of King Charles I of England and his wife Henrietta Maria of France, who was Philippe's paternal aunt and had taken refuge at the court of France after the birth of Princess Henrietta in 1644. They lived at the Palais Royal and at the Palais du Louvre. In 1660, after the restoration of the House of Stuart to the throne of England under her brother Charles II, Princess Henrietta returned to England to visit her sister, the Princess of Orange, who later caught smallpox and died. The French court officially asked for Henrietta's hand on behalf of Philippe on 22 November 1660 while she was in England. The couple signed their marriage contract at the Palais Royal on 30 March 1661. The ceremony took place the next day in the same building in front of select members of the court. The dowry promised was a hefty 840,000 livres. Known as "Henriette d'Angleterre" in France, and "Minette" to her intimates, she was known officially as "Madame" and was ever popular with the court. Court gossip later said that the king was the father of Henrietta's first child. Henrietta's very open flirting is said to have caused a jealous Philippe to retaliate by beginning to flaunt his sexuality openly in a less than accepting era. Henrietta's flirting with the king started early in the summer of 1661 while the newlyweds were staying at the Palace of Fontainebleau for the summer. Philippe complained to his mother about the intimacy that Louis and Henrietta displayed, which led Queen Anne to reprimand both son and daughter-in-law. Relations were further strained when Henrietta allegedly seduced Philippe's old lover, the Comte de Guiche.


title: Philippe I, Duke of Orléans

text: The couple moved from the Tuileries in early 1662 to the Palais Royal. Later in March of the same year, Philippe became a father when Henrietta gave birth to their daughter Marie Louise, the future wife of Charles II of Spain. Henrietta's disappointment at the birth of a daughter was great, and she even remarked that she should "throw her into the river!" This greatly offended Queen Anne, who adored her first granddaughter. For his part, Philippe would always consider Marie Louise his favourite child. The girl was baptized on 21 May 1662. On the same day Philippe took part in the famous "Carrousel du Louvre", where he dressed extravagantly as the King of Persia with the king as the King of the Romans and all ladies of the court in attendance.


title: Philippe I, Duke of Orléans

text: In 1664, Henrietta gave birth at Fontainebleau to a son who was given the title Duke of Valois. Philippe wrote to his brother-in-law Charles II of England "that your sister was this morning safely delivered of a fine boy. The child seems to be in excellent health." The child nonetheless died of convulsions in 1666, having been baptized Philippe Charles d'Orléans hours before death. The loss of the little Duke of Valois affected Henrietta greatly. Philippe, however, was anxious to maintain the allowance which his son had received from the king. This death only augmented the grief of a court still in mourning for the death of Queen Anne in January. The previous year, the Comte de Guiche has been exiled from court with Philippe reporting to his mother that Henrietta had had private interviews with the dashing nobleman.


title: Philippe I, Duke of Orléans

text: Philippe took part in the War of Devolution in 1667 while Henrietta remained at Saint Cloud due to her pregnancy. On the field, Philippe took an active part in the trenches at Tournai and Douai and distinguished himself through his valor and coolness under fire. But Philippe later became bored with battle and interested himself more in the decoration of his tent. Hearing that Henrietta was ill due to a miscarriage, he returned to Saint Cloud, where she was recovering from an ordeal which almost cost her her life. Upon her recovery, Philippe returned to the battlefield and distinguished himself at the Siege of Lille.


title: Philippe I, Duke of Orléans

text: In January 1670, Henrietta prevailed upon the king to imprison the Chevalier de Lorraine, first near Lyon, then in the Mediterranean island-fortress of the Château d'If. He was finally banished to Rome after offending the king and Henrietta by boasting that he could get Philippe to divorce her. In retaliation for the Chevalier's treatment, Philippe withdrew to his estate at Villers-Cotterêts, dragging Henrietta with him. By February, Philippe's protests and pleas persuaded the king to restore the Chevalier to his brother's entourage. The couple had their last child in August 1669, a daughter who was baptized Anne Marie at the private chapel of the Palais Royal on 8 April 1670 by Philippe's first chaplain, the bishop of Vabres.


title: Philippe I, Duke of Orléans

text: Henrietta is best known to political historians in France for her part in negotiating the Secret Treaty of Dover, an offensive and defensive treaty between England and France signed at Dover on 1 June 1670. It required France to assist England in her aim to rejoin the Roman Catholic Church and England to assist France in her war of conquest against the Dutch Republic. The Third Anglo-Dutch War was a direct consequence of this treaty. Having returned to France at the end of June 1670, Henrietta had to endure Philippe's blatant spite for her part in the Chevalier's exile and her secret mission to Dover. Despite tense relations, she traveled to Saint Cloud on 24 June, when she started to complain of pains in her side. Relaxing at Saint Cloud on 30 June, she collapsed on the terrace at the palace. Taken inside, she was undressed and started to exclaim that she had been poisoned. She subsequently died between the hours of two and three in the morning of 30 June 1670 at the age of 26. An autopsy was performed which found that Henrietta died of peritonitis caused by a perforated ulcer; however public rumor claimed she had been poisoned by her husband, and, according to Saint-Simon in his Memoirs, even the king suspected it at first, but the inquiry he conducted revealed that it was the Chevalier de Lorraine and the Marquis d'Effiat who had poisoned her.


title: Philippe I, Duke of Orléans

text: Henrietta was mourned greatly at the court of France, but little by her husband, due to their strained relationship. Louis XIV himself looked for a second wife for Philippe, who was eager to have a male heir to continue the Orléans line. Attention again turned to the duchess of Montpensier, by now known as "". Louis himself asked her if she wanted to fill "the vacant place", but she politely declined the offer. Louis rejected many other candidates before settling on the Protestant Princess Elizabeth Charlotte of the Palatinate. Known as "Liselotte" within her family, she was the only daughter of Charles I Louis, Elector Palatine, and his estranged wife Charlotte of Hesse-Kassel. She was recommended by Anna Gonzaga, a confidante of Philippe's and wife of the bride's uncle, the Prince Palatine Edward. Elizabeth Charlotte had grown up with her aunt Sophia of Hanover due to her parents' bad relationship. Throughout her life she would remain in contact with the Electress Sophia, writing some 50,000 letters that detailed life at the court of France. The Princess Palatine was Henrietta's first cousin once removed, since the latter's father, Charles I of England, was the brother of Elisabeth Charlotte's paternal grandmother, Elizabeth Stuart.


title: Philippe I, Duke of Orléans

text: Philippe married the nineteen-year-old Elizabeth Charlotte, who converted to Roman Catholicism, on 16 November 1671. She was not attractive, as Henrietta had been. When Philippe first saw her, he is said to have remarked, "How will I ever be able to sleep with her?" Madame de Sévigné noted how popular the new "Madame" was with the court. She became renowned for her brusque candor, upright character, and lack of vanity. Her letters record how willingly she gave up sharing Philippe's bed at his request after their children's births and how unwillingly she quietly endured the presence of his male favourites in their household.


title: Philippe I, Duke of Orléans

text: The couple were very happy in the first years of their marriage. The Chevalier de Lorraine was in Italy, but returned in spring 1672. Pregnant later that year, Elizabeth Charlotte gave birth to a son in June 1673 who was named Alexandre Louis and given the title Duke of Valois. The child died, however, in 1676. A second son, Philippe, followed in 1674, and then a daughter, Élisabeth Charlotte, in 1676, after which the two mutually agreed to sleep in separate beds. Elizabeth Charlotte was praised as being a natural mother. Philippe's second son with Elizabeth Charlotte, known as the Duke of Chartres until he inherited the dukedom of Orléans in 1701, later served as Regent of France during the minority of Louis XV. Elizabeth Charlotte acted as a mother to Philippe's children by Henrietta and maintained correspondence with them until her last days.


title: Philippe I, Duke of Orléans

text: Having already established himself as a successful military commander during the War of Devolution in 1667, Philippe was eager to return to the field. In 1676 and 1677 he took part in sieges in Flanders, and was promoted to the rank of lieutenant general, which made him second-in-command to Louis XIV himself.


title: Philippe I, Duke of Orléans

text: The most impressive victory won under Philippe's command took place on 11 April 1677: the Battle of Cassel against William III, Prince of Orange, later the king of England and son of Philippe's own first cousin Mary, Princess Royal and Princess of Orange. William decided to relieve some besieged towns; from Ypres he marched with 32,000 men through Poperinge and Oxelaëre in the Cassel Valley. Philippe, who learned of his plans, arranged to meet William's forces at Penebeek between Noordpeene and Zuytpeene. Louis XIV sent him some 25,000 foot-soldiers and 9,000 cavalry from Cambrai under the command of Marshal Luxembourg. By nightfall there were 66,000 soldiers ready for battle. The Dutch attacked the French positions without scouting first. Marshal Luxembourg surprised the Dutch with a cavalry attack that practically destroyed three battalions and routed William's army. In all, casualties on both sides amounted to 4,200 dead and 7,000 wounded. Philippe was hailed for his skill as a military commander, much to the annoyance of his brother, the king. He was presumably jealous of Philippe's growing popularity at court as well as on the battlefield. In honor of his victory at Cassel, Philippe set up a Barnabite College in Paris. The campaign marked the end of his military career; he soon immersed himself once again in a life of pleasure.


title: Philippe I, Duke of Orléans

text: From the time of the victory at Cassel until the 1690s, Philippe mainly concentrated his energies on the expansion of his estates, personal fortune, and art collection, including the renovation of his residences, the Palais Royal and the Château de Saint-Cloud. The latter was his favorite residence, the home of an ever-expanding and "stormy" court. Philippe became an important patron of the artists Jean Nocret and Pierre Mignard, both of whom were employed to elaborate the décor at Saint Cloud and the Palais Royal. As early as 1660, Philippe also ordered Antoine Lepautre to begin extensions at Saint Cloud; later he became "contrôleur général" of Philippe's properties.


title: Philippe I, Duke of Orléans

text: Following Lepautre's death in 1679, work on Saint Cloud was continued by his executive assistant Jean Girard in collaboration with Thomas Gobert. Later on, Philippe sought Mansart to design a grand staircase in the left wing in the manner of the Ambassadors' Staircase at Versailles. The gardens were redesigned by André Le Nôtre, while the basin and lowermost canal were added by Mansart in 1698. At the time of Philippe's death in 1701, the estate of Saint Cloud covered some .


title: Philippe I, Duke of Orléans

text: Saint Cloud remained with the Orléans family until 1785, when Philippe's great-grandson Louis Philippe d'Orléans sold it to Marie Antoinette, Philippe's great-granddaughter, for the sum of 6,000,000 livres.


title: Philippe I, Duke of Orléans

text: Minor improvements at the Palais Royal began in 1661 at the time of Philippe's marriage to Henrietta, but the property was part of the crown holdings, and had not been used officially for years. Philippe was limited in what he could do to renovate the building until it was given to him in 1692. Philippe again turned to Mansart for assistance in modernizing it. The interior décor was entrusted to Antoine Coypel, whose father Noël Coypel had previously worked at the palace. In 1695, Philippe bought a small island in the Seine directly opposite the château, which he renamed the "".


title: Philippe I, Duke of Orléans

text: Philippe not only enjoyed architecture and court society, but also music and dancing; he was in fact famed for his exceptional dancing abilities. Philippe was a patron of musicians such as Anglebert, Dumont, Arlaud, and Marie Aubry, many of whom would stay part of his son's household after his death in 1701. Lully was also a protégé of Philippe after he left Mademoiselle's household. Philippe's small art collection created the basis for the "Orleans Collection", one of the most important art collections ever assembled.


title: Philippe I, Duke of Orléans

text: With the permission of the "parlement" of Paris, Philippe sponsored projects to help maintain his estates and enhance their profitability. From 1679, he was granted the right to build the Canal d'Orléans, a large canal that connected the river Loire at Orléans to a junction with the Canal du Loing and the Canal de Briare in the village of Buges near Montargis. As the largest canal built in France since Philippe's grandfather Henri IV built the Canal de Briare in 1604, its construction was considered an engineering feat. The canal, used to transport goods from Orléans to Paris, was a great success in its time and is still used widely today. Philippe's careful investment and management of his various estates made him a wealthy man in his own right, and his fortune was augmented considerably at the death of his cousin Mademoiselle in 1693. Philippe is acknowledged as being not only the biological founder of the House of Orléans, but as financial founder of a family whose monetary value would rival that of the main line of the House of Bourbon.


title: Philippe I, Duke of Orléans

text: Upon the death of Mademoiselle in 1693, Philippe acquired the Dukedoms of Montpensier, Châtellerault, Saint-Fargeau and Beaupréau. He also became prince of Joinville, count of Dourdan, Mortain and Bar-sur-Seine and viscount of Auge and Domfront. In later life, Philippe was thus able to maintain his lavish lifestyle easily, and he found much satisfaction in the activities of his children and grandchildren. Both of his daughters by his first wife Henrietta married influential European sovereigns, eventually becoming queens, and his son the Duke of Chartres pursued an active and distinguished military career, having served at the Battle of Steenkerque in 1692 as well as the Siege of Namur, much to his father's pride. As he had with Philippe, Louis XIV was careful to limit the power of Chartres.


title: Philippe I, Duke of Orléans

text: In 1696, Philippe's granddaughter Marie-Adélaïde came to the French court from Italy for her marriage to Louis, Duke of Burgundy, who was third in line to the throne. The two were married in 1697 and became the parents of Louis XV. In 1701, Chartres was denied a position on the front in the War of the Spanish Succession, which began that year. This slight was the source of great bitterness on the part of both father and son after. The pretext seems to have been the behavior of Chartres in parading his mistress Mademoiselle de Séry in view of his wife. On 8 June 1701, Louis XIV and Philippe met at the Château de Marly to dine together. At first meeting, Louis XIV attacked Philippe about Chartres' conduct with Mademoiselle de Séry. Philippe responded by reprimanding Louis for similar conduct with his own mistresses during his marriage to Queen Marie Thérèse, adding that Chartres had still not received the favors promised to him for having married the King's legitimized daughter, Françoise Marie. Nonetheless, the announcement of dinner halted the argument, and the brothers sat down to dine.


title: Philippe I, Duke of Orléans

text: Philippe angrily returned to Saint Cloud early the same evening to dine with his son. Philippe collapsed onto his son after suffering a fatal stroke at noon 9 June 1701 at the age of sixty. Louis XIV, upon hearing his only sibling had died, said "I cannot believe I will never see my brother again." The Duchess of Burgundy, his granddaughter, was likewise distraught, avowing that she "had loved Monsieur very much". Philippe's heart was taken to the Val-de-Grâce convent on 14 June, and his body was taken on 21 June to the Basilica of St Denis, where it remained until the French Revolution, at which time the basilica was desecrated and all graves destroyed.


title: Philippe I, Duke of Orléans

text: Elizabeth Charlotte, worried that she would be put in a convent (a stipulation of her marriage contract in the event of Philippe's death) was assured by the king that she could remain at court as long as she wished. She burnt all the letters of Philippe's lovers through the years lest they fall into "the wrong hands", noting that the scent of the perfumed letters nauseated her. Louis XIV assured the new Duke of Orléans, formerly the Duke of Chartres, that the past was forgotten and that henceforth he was to look on him as his father. The court was devastated and his old friend, Louis XIV's discarded mistress Madame de Montespan, was also greatly affected, the two having been very close. The widowed Elizabeth Charlotte continued to write frequently to her daughter, stepdaughter, the Duchess of Modena, and the Princess of Wales. She herself died at Saint Cloud in December 1722 and was also buried at Saint Denis.


title: Philippe I, Duke of Orléans

text: Married his first cousin, Princess Henrietta of England, daughter of Charles I of England and Henrietta Maria of France, on 31 March 1661, at the Palais Royal. The couple had three children, in addition to four miscarriages and one stillbirth:


title: Philippe I, Duke of Orléans

text: Married Elizabeth Charlotte of the Palatinate, daughter of Charles I Louis, Elector Palatine and Charlotte of Hesse-Kassel, on 16 November 1671 at Châlons. The couple had three children:


title: Supply chain management

text: In commerce, supply chain management (SCM) is the management of the flow of goods and services including all processes that transform raw materials into final products between businesses and locations. This can include the movement and storage of raw materials, work-in-process inventory, finished goods, and end to end order fulfilment from the point of origin to the point of consumption. Interconnected, interrelated or interlinked networks, channels and node businesses combine in the provision of products and services required by end customers in a supply chain.


title: Supply chain management

text: Supply-chain management has been defined as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronising supply with demand and measuring performance globally".


title: Supply chain management

text: SCM practice draws heavily on industrial engineering, systems engineering, operations management, logistics, procurement, information technology and marketing, and strives for an integrated, multidisciplinary, multimethod approach. Marketing channels play an important role in supply-chain management. Current research in supply-chain management is concerned with topics related to sustainability and risk management, among others. An important concept discussed in SCM is supply chain resilience. Some suggest that the “people dimension” of SCM, ethical issues, internal integration, transparency/visibility, and human capital/talent management are topics that have, so far, been underrepresented on the research agenda. SCM is the broad range of activities required to plan, control and execute a product's flow from materials to production to distribution in the most economical way possible. SCM encompasses the integrated planning and execution of processes required to optimize the flow of materials, information and capital in functions that broadly include demand planning, sourcing, production, inventory management and logistics—or storage and transportation.


title: Supply chain management

text: Although it has the same goals as supply chain engineering, supply chain management is focused on a more traditional management and business based approach, whereas supply chain engineering is focused on a mathematical model based one.


title: Supply chain management

text: Supply chain management, techniques with the aim of coordinating all parts of SC, from supplying raw materials to delivering and/or resumption of products, tries to minimize total costs with respect to existing conflicts among the chain partners. An example of these conflicts is the interrelation between the sale department desiring to have higher inventory levels to fulfill demands and the warehouse for which lower inventories are desired to reduce holding costs.


title: Supply chain management

text: In 1982, Keith Oliver, a consultant at Booz Allen Hamilton, introduced the term "supply chain management" to the public domain in an interview for the Financial Times. In 1983 WirtschaftsWoche in Germany published for the first time the results of an implemented and so called "Supply Chain Management project", led by Wolfgang Partsch.


title: Supply chain management

text: In the mid-1990s, the term "supply chain management" gained currency when a flurry of articles and books came out on the subject. Supply chains were originally defined as encompassing all activities associated with the flow and transformation of goods from raw materials through to the end user, as well as the associated information flows. Supply-chain management was then further defined as the integration of supply chain activities through improved supply-chain relationships to achieve a competitive advantage.


title: Supply chain management

text: In the late 1990s, "supply-chain management" (SCM) rose to prominence, and operations managers began to use it in their titles with increasing regularity.


title: Supply chain management

text: A supply chain, as opposed to supply-chain management, is a set of organizations directly linked by one or more upstream and downstream flows of products, services, finances, or information from a source to a customer. Supply-chain management is the management of such a chain.


title: Supply chain management

text: Supply chain visibility, in its origins, was concerned with knowledge of the location/production stage and expected delivery date of incoming products and materials, so that production could be planned, but the development of the term has enabled it to be used to plan orders using knowledge of potential supplies, and to track post-production processes as far as delivery to customers.


title: Supply chain management

text: Supply-chain-management software includes tools or modules used to execute supply chain transactions, manage supplier relationships, and control associated business processes. The overall goal of the software is to improve supply chain performance by monitoring a company's supply chain network from end-to-end (suppliers, transporters, returns, warehouses, retailers, manufacturers, and customers).


title: Supply chain management

text: In some cases, a supply chain includes the collection of goods after consumer use for recycling or the reverse logistics processes for returning faulty or unwanted products back to producers up the value chain.


title: Supply chain management

text: Supply-chain management is a cross-functional approach that includes managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organization and toward the end consumer. As organizations strive to focus on core competencies and become more flexible, they reduce ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other firms that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing managerial control of daily logistics operations. Less control and more supply-chain partners lead to the creation of the concept of supply-chain management. The purpose of supply-chain management is to improve trust and collaboration among supply-chain partners, thus improving inventory visibility and the velocity of inventory movement. in this section, we have to communicate with all the vendors, suppliers and after that, we have to make some comparisons after that, we have to place the order.


title: Supply chain management

text: Organizations increasingly find that they must rely on effective supply chains, or networks, to compete in the global market and networked economy. In Peter Drucker's (1998) new management paradigms, this concept of business relationships extends beyond traditional enterprise boundaries and seeks to organize entire business processes throughout a value chain of multiple companies.


title: Supply chain management

text: In recent decades, globalization, outsourcing, and information technology have enabled many organizations, such as Dell and Hewlett Packard, to successfully operate collaborative supply networks in which each specialized business partner focuses on only a few key strategic activities. This inter-organizational supply network can be acknowledged as a new form of organization. However, with the complicated interactions among the players, the network structure fits neither "market" nor "hierarchy" categories. It is not clear what kind of performance impacts different supply-network structures could have on firms, and little is known about the coordination conditions and trade-offs that may exist among the players. From a systems perspective, a complex network structure can be decomposed into individual component firms. Traditionally, companies in a supply network concentrate on the inputs and outputs of the processes, with little concern for the internal management working of other individual players. Therefore, the choice of an internal management control structure is known to impact local firm performance.


title: Supply chain management

text: In the 21st century, changes in the business environment have contributed to the development of supply-chain networks. First, as an outcome of globalization and the proliferation of multinational companies, joint ventures, strategic alliances, and business partnerships, significant success factors were identified, complementing the earlier "just-in-time", lean manufacturing, and agile manufacturing practices. Second, technological changes, particularly the dramatic fall in communication costs (a significant component of transaction costs), have led to changes in coordination among the members of the supply chain network.


title: Supply chain management

text: Many researchers have recognized supply network structures as a new organizational form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual Corporation", "Global Production Network", and "Next Generation Manufacturing System". In general, such a structure can be defined as "a group of semi-independent organizations, each with their capabilities, which collaborate in ever-changing constellations to serve one or more markets in order to achieve some business goal specific to that collaboration".


title: Supply chain management

text: The importance of supply chain management proved crucial in the 2019-2020 fight against the coronavirus (COVID-19) pandemic that swept across the world. During the pandemic period, governments in countries which had in place effective domestic supply chain management had enough medical supplies to support their needs and enough to donate their surplus to front-line health workers in other jurisdictions. The devastating COVID-19 crisis in US has turned many sectors of the local economy upside down, including the country’s storied logistics industry. Some organizations were able to quickly develop foreign supply chains in order to import much needed medical supplies.


title: Supply chain management

text: Supply-chain management is also important for organizational learning. Firms with geographically more extensive supply chains connecting diverse trading cliques tend to become more innovative and productive.


title: Supply chain management

text: The security-management system for supply chains is described in ISO/IEC 28000 and ISO/IEC 28001 and related standards published jointly by the ISO and the IEC. Supply-Chain Management draws heavily from the areas of operations management, logistics, procurement, and information technology, and strives for an integrated approach.


title: Supply chain management

text: An important element of SCM is supply chain resilience, defined as "the capacity of a supply chain to persist, adapt, or transform in the face of change". For a long time, the interpretation of resilience in the sense of engineering resilience (= robustness) prevailed in supply chain management, leading to the notion of "persistence". A popular implementation of this idea is given by measuring the "time-to-survive" and the "time-to-recover" of the supply chain, allowing to identify weak points in the system.


title: Supply chain management

text: More recently, the interpretations of resilience in the sense of ecological resilience and social–ecological resilience have led to the notions of "adaptation" and "transformation", respectively. A supply chain is thus interpreted as a social-ecological system that – similar to an ecosystem (e.g. forest) – is able to constantly adapt to external environmental conditions and – through the presence of social actors and their ability to foresight – also to transform itself into a fundamentally new system. This leads to a panarchical interpretation of a supply chain, embedding it into a system of systems, allowing to analyze the interactions of the supply chain with systems that operate at other levels (e.g. society, political economy, planet Earth).


title: Supply chain management

text: For example, these three components of resilience can be discussed for the 2021 Suez Canal obstruction, when a ship blocked the canal for several days. Persistence means to "bounce back"; in our example it is about removing the ship as quickly as possible to allow "normal" operations. Adaptation means to accept that the system has reached a "new normal" state and to act accordingly; here, this can be implemented by redirecting ships around the African cape or use alternative modes of transport. Finally, transformation means to question the assumptions of globalization, outsourcing and linear supply chains and to envision alternatives; in this example this could lead to local and circular supply chains that do not need global transportation routes any longer.


title: Supply chain management

text: Six major movements can be observed in the evolution of supply-chain management studies: creation, integration, and globalization, specialization phases one and two, and SCM 2.0.


title: Supply chain management

text: The term "supply chain management" was first coined by Keith Oliver in 1982. However, the concept of a supply chain in management was of great importance long before, in the early 20th century, especially with the creation of the assembly line. The characteristics of this era of supply-chain management include the need for large-scale changes, re-engineering, downsizing driven by cost reduction programs, and widespread attention to Japanese management practices. However, the term became widely adopted after the publication of the seminal book "Introduction to Supply Chain Management" in 1999 by Robert B. Handfield and Ernest L. Nichols, Jr., which published over 25,000 copies and was translated into Japanese, Korean, Chinese, and Russian.


title: Supply chain management

text: This era of supply-chain-management studies was highlighted with the development of electronic data interchange (EDI) systems in the 1960s and developed through the 1990s by the introduction of enterprise resource planning (ERP) systems. This era has continued to develop into the 21st century with the expansion of Internet-based collaborative systems. This era of supply-chain evolution is characterized by both increasing value-added and reducing costs through integration.


title: Supply chain management

text: A supply chain can be classified as a stage 1, 2, or 3 network. In stage 1–type supply chain, systems such as production, storage, distribution, and material control are not linked and are independent of each other. In a stage 2 supply chain, these are integrated under one plan, and enterprise resource planning (ERP) is enabled. A stage 3 supply chain is one that achieves vertical integration with upstream suppliers and downstream customers. An example of this kind of supply chain is Tesco.


title: Supply chain management

text: It is the third movement of supply-chain-management development, the globalization era, can be characterized by the attention given to global systems of supplier relationships and the expansion of supply chains beyond national boundaries and into other continents. Although the use of global sources in organizations' supply chains can be traced back several decades (e.g., in the oil industry), it was not until the late 1980s that a considerable number of organizations started to integrate global sources into their core business. This era is characterized by the globalization of supply-chain management in organizations with the goal of increasing their competitive advantage, adding value, and reducing costs through global sourcing.


title: Supply chain management

text: In the 1990s, companies began to focus on "core competencies" and specialization. They abandoned vertical integration, sold off non-core operations, and outsourced those functions to other companies. This changed management requirements, as the supply chain extended beyond the company walls and management was distributed across specialized supply-chain partnerships.


title: Supply chain management

text: This transition also refocused the fundamental perspectives of each organization. Original equipment manufacturers (OEMs) became brand owners that required visibility deep into their supply base. They had to control the entire supply chain from above, instead of from within. Contract manufacturers had to manage bills of material with different part-numbering schemes from multiple OEMs and support customer requests for work-in-process visibility and vendor-managed inventory (VMI).


title: Supply chain management

text: The specialization model creates manufacturing and distribution networks composed of several individual supply chains specific to producers, suppliers, and customers that work together to design, manufacture, distribute, market, sell, and service a product. This set of partners may change according to a given market, region, or channel, resulting in a proliferation of trading partner environments, each with its own unique characteristics and demands.


title: Supply chain management

text: Specialization within the supply chain began in the 1980s with the inception of transportation brokerages, warehouse management (storage and inventory), and non-asset-based carriers, and has matured beyond transportation and logistics into aspects of supply planning, collaboration, execution, and performance management.


title: Supply chain management

text: Market forces sometimes demand rapid changes from suppliers, logistics providers, locations, or customers in their role as components of supply-chain networks. This variability has significant effects on supply-chain infrastructure, from the foundation layers of establishing and managing electronic communication between trading partners to more complex requirements such as the configuration of processes and workflows that are essential to the management of the network itself.


title: Supply chain management

text: Supply-chain specialization enables companies to improve their overall competencies in the same way that outsourced manufacturing and distribution has done; it allows them to focus on their core competencies and assemble networks of specific, best-in-class partners to contribute to the overall value chain itself, thereby increasing overall performance and efficiency. The ability to quickly obtain and deploy this domain-specific supply-chain expertise without developing and maintaining an entirely unique and complex competency in house is a leading reason why supply-chain specialization is gaining popularity.


title: Supply chain management

text: Outsourced technology hosting for supply-chain solutions debuted in the late 1990s and has taken root primarily in transportation and collaboration categories. This has progressed from the application service provider (ASP) model from roughly 1998 through 2003 to the on-demand model from approximately 2003 through 2006, to the software as a service (SaaS) model currently in focus today.


title: Supply chain management

text: Building on globalization and specialization, the term "SCM 2.0" has been coined to describe both changes within supply chains themselves as well as the evolution of processes, methods, and tools to manage them in this new "era". The growing popularity of collaborative platforms is highlighted by the rise of TradeCard's supply-chain-collaboration platform, which connects multiple buyers and suppliers with financial institutions, enabling them to conduct automated supply-chain finance transactions.


title: Supply chain management

text: Web 2.0 is a trend in the use of the World Wide Web that is meant to increase creativity, information sharing, and collaboration among users. At its core, the common attribute of Web 2.0 is to help navigate the vast information available on the Web in order to find what is being bought. It is the notion of a usable pathway. SCM 2.0 replicates this notion in supply chain operations. It is the pathway to SCM results, a combination of processes, methodologies, tools, and delivery options to guide companies to their results quickly as the complexity and speed of the supply-chain increase due to global competition; rapid price fluctuations; changing oil prices; short product life cycles; expanded specialization; near-, far-, and off-shoring; and talent scarcity. The supply chain management provider not only list the services for users to access, but also other relevant services such as monitor the warehouse and logistics.


title: Supply chain management

text: Successful SCM requires a change from managing individual functions to integrating activities into key supply-chain processes. In an example scenario, a purchasing department places orders as its requirements become known. The marketing department, responding to customer demand, communicates with several distributors and retailers as it attempts to determine ways to satisfy this demand. Information shared between supply-chain partners can only be fully leveraged through business process integration, e.g., using Electronic data interchange.


title: Supply chain management

text: Supply-chain business-process integration involves collaborative work between buyers and suppliers, joint product development, common systems, and shared information. According to Lambert and Cooper (2000), operating an integrated supply chain requires a continuous information flow. However, in many companies, management has concluded that optimizing product flows cannot be accomplished without implementing a process approach. The key supply-chain processes stated by Lambert (2004) are:


title: Supply chain management

text: Much has been written about demand management. Best-in-class companies have similar characteristics, which include the following:


title: Supply chain management

text: One could suggest other critical supply business processes that combine these processes stated by Lambert, such as:


title: Supply chain management

text: Integration of suppliers into the new product development process was shown to have a major impact on product target cost, quality, delivery, and market share. Tapping into suppliers as a source of innovation requires an extensive process characterized by development of technology sharing, but also involves managing intellectual property issues.


title: Supply chain management

text: There are gaps in the literature on supply-chain management studies at present (2015): there is no theoretical support for explaining the existence or the boundaries of supply-chain management. A few authors, such as Halldorsson et al., Ketchen and Hult (2006), and Lavassani et al. (2009), have tried to provide theoretical foundations for different areas related to supply chain by employing organizational theories, which may include the following:


title: Supply chain management

text: However, the unit of analysis of most of these theories is not the supply chain but rather another system, such as the firm or the supplier-buyer relationship. Among the few exceptions is the relational view, which outlines a theory for considering dyads and networks of firms as a key unit of analysis for explaining superior individual firm performance (Dyer and Singh, 1998).


title: Supply chain management

text: The management of supply chains involve a number of specific challenges regarding the organization of relationships among the different partners along the value chain. Formal and informal governance mechanisms are central elements in the management of supply chain. Particular combinations of governance mechanisms may impact the relational dynamics within the supply chain. The need for interdisciplinarity in SCM research has been pointed out by academics in the field.


title: Supply chain management

text: In the study of supply-chain management, the concept of centroids has become a useful economic consideration. In mathematics and physics, a centroid is the arithmetic mean position of all the points in a plane figure. For supply chain management, a centroid is a location with a high proportion of a country's population and a high proportion of its manufacturing, generally within . In the US, two major supply chain centroids have been defined, one near Dayton, Ohio, and a second near Riverside, California.


title: Supply chain management

text: The centroid near Dayton is particularly important because it is closest to the population center of the US and Canada. Dayton is within 500 miles of 60% of the US population and manufacturing capacity, as well as 60% of Canada's population. The region includes the interchange between I-70 and I-75, one of the busiest in the nation, with 154,000 vehicles passing through per day, of which 30–35% are trucks hauling goods. In addition, the I-75 corridor is home to the busiest north–south rail route east of the Mississippi River.


title: Supply chain management

text: A supply chain is the network of all the individuals, organizations, resources, activities and technology involved in the creation and sale of a product. A supply chain encompasses everything from the delivery of source materials from the supplier to the manufacturer through to its eventual delivery to the end user. The supply chain segment involved with getting the finished product from the manufacturer to the consumer is known as the distribution channel.


title: Supply chain management

text: In 2010, Wal-Mart announced a big change in its sourcing strategy. Initially, Wal-Mart relied on intermediaries in the sourcing process. It bought only 20% of its stock directly, but the rest were bought through the intermediaries. Therefore, the company came to realize that the presence of many intermediaries in the product sourcing was actually increasing the costs in the supply chain. To cut these costs, Wal-Mart decided to do away with intermediaries in the supply chain and started direct sourcing of its goods from the suppliers. Eduardo Castro-Wright, the then Vice President of Wal-Mart, set an ambitious goal of buying 80% of all Wal-Mart goods directly from the suppliers. Walmart started purchasing fruits and vegetables on a global scale, where it interacted directly with the suppliers of these goods. The company later engaged the suppliers of other goods, such as cloth and home electronics appliances, directly and eliminated the importing agents. The purchaser, in this case Wal-Mart, can easily direct the suppliers on how to manufacture certain products so that they can be acceptable to the consumers. Thus, Wal-Mart, through direct sourcing, manages to get the exact product quality as it expects, since it engages the suppliers in the producing of these products, hence quality consistency. Using agents in the sourcing process in most cases lead to inconsistency in the quality of the products, since the agent's source the products from different manufacturers that have varying qualities.


title: Supply chain management

text: Wal-Mart managed to source directly 80% profit its stock; this has greatly eliminated the intermediaries and cut down the costs between 5-15%, as markups that are introduced by these middlemen in the supply chain are cut. This saves approximately $4–15 billion. This strategy of direct sourcing not only helped Wal-Mart in reducing the costs in the supply chain but also helped in the improvement of supply chain activities through boosting efficiency throughout the entire process. In other words, direct sourcing reduced the time that takes the company to source and stocks the products in its stock. The presence of the intermediaries elongated the time in the process of procurement, which sometimes led to delays in the supply of the commodities in the stores, thus, customers finding empty shelves. Wal-Mart adopted this strategy of sourcing through centralizing the entire process of procurement and sourcing by setting up four global merchandising points for general goods and clothing. The company instructed all the suppliers to bring their products to these central points that are located in different markets. The procurement team assesses the quality brought by the suppliers, buys the goods, and distributes them to various regional markets. The procurement and sourcing at centralized places helped the company to consolidate the suppliers.


title: Supply chain management

text: The company has established four centralized points, including an office in Mexico City and Canada. Just a mere piloting test on combining the purchase of fresh apples across the United States, Mexico, and Canada led to the savings of about 10%. As a result, the company intended to increase centralization of its procurement in North America for all its fresh fruits and vegetables. Thus, centralization of the procurement process to various points where the suppliers would be meeting with the procurement team is the latest strategy which the company is implementing, and signs show that this strategy is going to cut costs and also improve the efficiency of the procurement process.


title: Supply chain management

text: Strategic vendor partnerships is another strategy the company is using in the sourcing process. Wal-Mart realized that in order for it to ensure consistency in the quality of the products it offers to the consumers and also maintain a steady supply of goods in its stores at a lower cost, it had to create strategic vendor partnerships with the suppliers. Wal-Mart identified and selected the suppliers who met its demand and at the same time offered it the best prices for the goods. It then made a strategic relationship with these vendors by offering and assuring the long-term and high volume of purchases in exchange for the lowest possible prices. Thus, the company has managed to source its products from same suppliers as bulks, but at lower prices. This enables the company to offer competitive prices for its products in its stores, hence, maintaining a competitive advantage over its competitors whose goods are a more expensive in comparison.


title: Supply chain management

text: Another sourcing strategy Wal-Mart uses is implementing efficient communication relationships with the vendor networks; this is necessary to improve the material flow. The company has all the contacts with the suppliers whom they communicate regularly and make dates on when the goods would be needed, so that the suppliers get ready to deliver the goods in time. The efficient communication between the company's procurement team and the inventory management team enables the company to source goods and fill its shelves on time, without causing delays and empty shelves. In other words, the company realized that in ensuring a steady flow of the goods into the store, the suppliers have to be informed early enough, so that they can act accordingly to avoid delays in the delivery of goods. Thus, efficient communication is another tool which Wal-Mart is using to make the supply chain be more efficient and to cut costs.


title: Supply chain management

text: Cross-docking is another strategy that Wal-Mart is using to cut costs in its supply chain. Cross-docking is the process of transferring goods directly from inbound trucks to outbound trucks. When the trucks from the suppliers arrive at the distribution centers, most of the trucks are not offloaded to keep the goods in the distribution centers or warehouses; they are transferred directly to another truck designated to deliver goods to specific retail stores for sale. Cross-docking helps in saving the storage costs. Initially, the company was incurring considerable costs of storing the goods from the suppliers in its warehouses and the distributions centers to await the distribution trucks to the retail stores in various regions.


title: Supply chain management

text: Tax-efficient supply-chain management is a business model that considers the effect of tax in the design and implementation of supply-chain management. As the consequence of globalization, cross-national businesses pay different tax rates in different countries. Due to these differences, they may legally optimize their supply chain and increase profits based on tax efficiency.


title: Supply chain management

text: Supply chain networks are integral to an economy, but the health of chains is dependent on the well-being of the environment and society. Supply-chain sustainability is a business issue affecting an organization's supply chain or logistics network, and is frequently quantified by comparison with SECH ratings, which use a triple bottom line incorporating economic, social, and environmental aspects. While SECH ratings are defined as social, ethical, cultural, and health footprints, the more commonly used ESG moniker stands for Environment, Social and Governance. Consumers have become more aware of the environmental impact of their purchases and companies' ratings and, along with non-governmental organizations (NGOs), are setting the agenda, and beginning to push, for transitions to more sustainable approaches such as organically grown foods, anti-sweatshop labor codes, and locally produced goods that support independent and small businesses. Because supply chains may account for over 75% of a company's carbon footprint, many organizations are exploring ways to reduce this and thus improve their profile.


title: Supply chain management

text: For example, in July 2009, Wal-Mart announced its intentions to create a global sustainability index that would rate products according to the environmental and social impacts of their manufacturing and distribution. The index is intended to create environmental accountability in Wal-Mart's supply chain and to provide motivation and infrastructure for other retail companies to do the same.


title: Supply chain management

text: It has been reported that companies are increasingly taking environmental performance into account when selecting suppliers. A 2011 survey by the Carbon Trust found that 50% of multinationals expect to select their suppliers based upon carbon performance in the future and 29% of suppliers could lose their places on 'green supply chains' if they do not have adequate performance records on carbon.


title: Supply chain management

text: In addition to environmental concerns, increased globalization within global supply chains challenges human rights and worker exploitation risks within multinational corporations including forced labor and modern slavery. Textiles, agriculture, and manufacturing are some of the industries with significant labor exploitation risks. There are many different methods governments, corporations, and NGOs use to prevent labor exploitation, including corporate social responsibility, export controls, import bans, and monitoring labor standards.


title: Supply chain management

text: The US Dodd–Frank Wall Street Reform and Consumer Protection Act, signed into law by President Obama in July 2010, contained a supply chain sustainability provision in the form of the Conflict Minerals law. This law requires SEC-regulated companies to conduct third party audits of their supply chains in order to determine whether any tin, tantalum, tungsten, or gold (together referred to as "conflict minerals") is mined or sourced from the Democratic Republic of the Congo, and create a report (available to the general public and SEC) detailing the due diligence efforts taken and the results of the audit. The chain of suppliers and vendors to these reporting companies will be expected to provide appropriate supporting information.


title: Supply chain management

text: Incidents like the 2013 Savar building collapse with more than 1,100 victims have led to widespread discussions about corporate social responsibility across global supply chains. Wieland and Handfield (2013) suggest that companies need to audit products and suppliers and that supplier auditing needs to go beyond direct relationships with first-tier suppliers. They also demonstrate that visibility needs to be improved if supply cannot be directly controlled and that smart and electronic technologies play a key role to improve visibility. Finally, they highlight that collaboration with local partners, across the industry and with universities is crucial to successfully managing social responsibility in supply chains.


title: Supply chain management

text: Circular Supply-Chain Management (CSCM) is "the configuration and coordination of the organizational functions marketing, sales, R&D, production, logistics, IT, finance, and customer service within and across business units and organizations to close, slow, intensify, narrow, and dematerialise material and energy loops to minimize resource input into and waste and emission leakage out of the system, improve its operative effectiveness and efficiency and generate competitive advantages". By reducing resource input and waste leakage along the supply chain and configure it to enable the recirculation of resources at different stages of the product or service lifecycle, potential economic and environmental benefits can be achieved. These comprise e.g. a decrease in material and waste management cost and reduced emissions and resource consumption.


title: Supply chain management

text: SCM components are the third element of the four-square circulation framework. The level of integration and management of a business process link is a function of the number and level of components added to the link. Consequently, adding more management components or increasing the level of each component can increase the level of integration of the business process link.


title: Supply chain management

text: Literature on business process reengineering, buyer-supplier relationships, and SCM suggests various possible components that should receive managerial attention when managing supply relationships. Lambert and Cooper (2000) identified the following components:


title: Supply chain management

text: However, a more careful examination of the existing literature leads to a more comprehensive understanding of what should be the key critical supply chain components, or "branches" of the previously identified supply chain business processes—that is, what kind of relationship the components may have that are related to suppliers and customers. Bowersox and Closs (1996) state that the emphasis on cooperation represents the synergism leading to the highest level of joint achievement. A primary-level channel participant is a business that is willing to participate in responsibility for inventory ownership or assume other financial risks, thus including primary level components. A secondary-level participant (specialized) is a business that participates in channel relationships by performing essential services for primary participants, including secondary level components, which support primary participants. Third-level channel participants and components that support primary-level channel participants and are the fundamental branches of secondary-level components may also be included.


title: Supply chain management

text: Consequently, Lambert and Cooper's framework of supply chain components does not lead to any conclusion about what are the primary- or secondary-level (specialized) supply chain components —that is, which supply chain components should be viewed as primary or secondary, how these components should be structured in order to achieve a more comprehensive supply chain structure, and how to examine the supply chain as an integrative one.


title: Supply chain management

text: Andrew Cox, Joe Sanderson and Glyn Watson argue that the power resources of buyers and suppliers should be analyzed in order to understand how a supply chain relationship operates. In some cases, a purchasing firm may exercise more power over its suppliers, in other cases, suppliers may have more power; yet again there will be cases where buyers and suppliers may be interdependent or may have no real power over each other. Cox, Sanderson and Watson have written extensively on the operation of power regimes within a supply chain context. Other studies of power in supply chain relationships have looked at drivers impacting on the potential integration of supply chains. A study by Michael Maloni and W. C. Benton in 1998 looked at whether potential asymmetries in inter-firm power within a supply chain could prevent the implementation of effective supply chain execution. Maloni and Benton note that until their research, "little power research" had been presented in the supply chain literature. Using French and Raven's typology of the sources of power in the context of the automotive industry, they aimed to analyse the effects of distinct power strategies on relationships between buyers and sellers, and upon supply chain performance and satisfaction. Their findings showed that:


title: Supply chain management

text: They concluded that "prudent use of power" can be beneficial for both the power source and the power target.


title: Supply chain management

text: Reverse logistics is the process of managing the return of goods and may be considered as an aspect of "aftermarket customer services". Any time money is taken from a company's warranty reserve or service logistics budget, one can speak of a reverse logistics operation. Reverse logistics also includes the process of managing the return of goods from store, which the returned goods are sent back to warehouse and after that either warehouse scrap the goods or send them back to supplier for replacement depending on the warranty of the merchandise.


title: Supply chain management

text: Consultancies and media expect the performance efficacy of digitizing supply chains to be high. Additive manufacturing and blockchain technology have emerged as the two technologies with some of the highest economic relevance.


title: Supply chain management

text: Supply chain systems configure value for those that organize the networks. Value is the additional revenue over and above the costs of building the network. Co-creating value and sharing the benefits appropriately to encourage effective participation is a key challenge for any supply system. Tony Hines defines value as follows: "Ultimately it is the customer who pays the price for service delivered that confirms value and not the producer who simply adds cost until that point".


title: Supply chain management

text: Global supply chains pose challenges regarding both quantity and value. Supply and value chain trends include:


title: Supply chain management

text: These trends have many benefits for manufacturers because they make possible larger lot sizes, lower taxes, and better environments (e.g., culture, infrastructure, special tax zones, or sophisticated OEM) for their products. There are many additional challenges when the scope of supply chains is global. This is because with a supply chain of a larger scope, the lead time is much longer, and because there are more issues involved, such as multiple currencies, policies, and laws. The consequent problems include different currencies and valuations in different countries, different tax laws, different trading protocols, vulnerability to natural disasters and cyber threats, and lack of transparency of cost and profit.


title: Supply chain management

text: Supply chain professionals play major roles in the design and management of supply chains. In the design of supply chains, they help determine whether a product or service is provided by the firm itself (insourcing) or by another firm elsewhere (outsourcing). In the management of supply chains, supply chain professionals coordinate production among multiple providers, ensuring that production and transport of goods happen with minimal quality control or inventory problems. One goal of a well-designed and maintained supply chain for a product is to successfully build the product at minimal cost. Such a supply chain could be considered a competitive advantage for a firm.


title: Supply chain management

text: Beyond design and maintenance of a supply chain itself, supply chain professionals participate in aspects of business that have a bearing on supply chains, such as sales forecasting, quality management, strategy development, customer service, and systems analysis. Production of a good may evolve over time, rendering an existing supply chain design obsolete. Supply chain professionals need to be aware of changes in production and business climate that affect supply chains and create alternative supply chains as the need arises.


title: Supply chain management

text: In a research project undertaken by Michigan State University's Broad College of Business, with input from 50 participating organizations, the main issues of concern to supply chain managers were identified as capacity/resource availability, talent (recruitment), complexity, threats/challenges (supply chain risks), compliance and cost/purchasing issues. Keeping up with frequent changes in regulation was identified as a particular concern. Complexity within supply chains has also been highlighted in "Supply Chain Digest" and by Gartner as a perennial challenge.


title: Supply chain management

text: Supply chain consultants may provide expert knowledge in order to assess the productivity of a supply-chain and, ideally, to enhance its productivity. Supply chain consulting involves the transfer of knowledge on how to exploit existing assets through improved coordination and can hence be a source of competitive advantage: the role of the consultant is to help management by adding value to the whole process through the various sectors from the ordering of the raw materials to the final product. In this regard, firms may either build internal teams of consultants to tackle the issue or engage external ones: companies choose between these two approaches taking into consideration various factors.


title: Supply chain management

text: The use of external consultants is a common practice among companies. The whole consulting process generally involves the analysis of the entire supply-chain process, including the countermeasures or correctives to take to achieve a better overall performance.


title: Supply chain management

text: Supply chain professionals need to have knowledge of managing supply chain functions such as transportation, warehousing, inventory management, and production planning. In the past, supply chain professionals emphasized logistics skills, such as knowledge of shipping routes, familiarity with warehousing equipment and distribution center locations and footprints, and a solid grasp of freight rates and fuel costs. More recently, supply-chain management extends to logistical support across firms and management of global supply chains. Supply chain professionals need to have an understanding of business continuity basics and strategies.


title: Supply chain management

text: Individuals working in supply-chain management can attain professional certification by passing an exam developed by a third party certification organization. The purpose of certification is to guarantee a certain level of expertise in the field. The knowledge needed to pass a certification exam may be gained from several sources. Some knowledge may come from college courses, but most of it is acquired from a mix of on-the-job learning experiences, attending industry events, learning best practices with their peers, and reading books and articles in the field. Certification organizations may provide certification workshops tailored to their exams.


title: Supply chain management

text: The following North American universities rank high in their master's education in the SCM World University 100 ranking, which was published in 2017 and which is based on the opinions of supply chain managers: Michigan State University, Penn State University, University of Tennessee, Massachusetts Institute of Technology, Arizona State University, University of Texas at Austin and Western Michigan University. In the same ranking, the following European universities rank high: Cranfield School of Management, Vlerick Business School, INSEAD, Cambridge University, Eindhoven University of Technology, London Business School and Copenhagen Business School. In the 2016 Eduniversal Best Masters Ranking Supply Chain and Logistics the following universities rank high: Massachusetts Institute of Technology, KEDGE Business School, Purdue University, Rotterdam School of Management, Pontificia Universidad Catolica del Peru, Universidade Nova de Lisboa, Vienna University of Economics and Business and Copenhagen Business School.


title: Supply chain management

text: A number of organizations provide certification in supply chain management, such as the Council of Supply Chain Management Professionals (CSCMP), IIPMR (International Institute for Procurement and Market Research), APICS (the Association for Operations Management), ISCEA (International Supply Chain Education Alliance) and IoSCM (Institute of Supply Chain Management). APICS' certification is called "Certified Supply Chain Professional", or CSCP, and ISCEA's certification is called the "Certified Supply Chain Manager" (CSCM), CISCM (Chartered Institute of Supply Chain Management) awards certificate as "Chartered Supply Chain Management Professional" (CSCMP). Another, the Institute for Supply Management, is developing one called the "Certified Professional in Supply Management" (CPSM) focused on the procurement and sourcing areas of supply-chain management. The Supply Chain Management Association (SCMA) is the main certifying body for Canada with the designations having global reciprocity. The designation Supply Chain Management Professional (SCMP) is the title of the supply chain leadership designation.


title: Supply chain management

text: The following table compares topics addressed by selected professional supply chain certification programmes.


title: Brazilian jiu-jitsu ranking system

text: The Brazilian jiu-jitsu ranking system signifies a practitioner's increasing level of technical knowledge and practical skill within the art. Colored belts worn as part of the uniform are awarded to the practitioner. The ranking system shares its origins with the judo belt-rank system, but the Brazilian system incorporates some minor differences from Judo such as a division between youths and adults and the issuance of stripes and degrees. Some differences have become synonymous with the art, such as a marked informality in promotional criteria, a focus on competitive demonstration of skill, and conservative promotion.


title: Brazilian jiu-jitsu ranking system

text: In 1907, Kanō Jigorō, the founder of judo, introduced the use of belts ("obi") and gi ("judogi") in the martial arts, replacing the practice of training in formal kimono. In 1914, Kanō's pupil Mitsuyo Maeda arrived in Brazil, a journey which led to the development of Brazilian jiu-jitsu. At the time, Kanō used only white and black belts.


title: Brazilian jiu-jitsu ranking system

text: Some believe that Mikonosuke Kawaishi was the first to introduce additional colors in 1935 when he began teaching Judo in Paris, ten years after Carlos Gracie opened his academy in Brazil. Kawaishi thought that a more structured system of colored belts would provide the student with visible rewards to show progress, increasing motivation and retention. However, written accounts from the archives of London's Budokwai judo club, founded in 1918, record the use of colored judo belts at the 1926 9th annual Budokwai Display, and a list of color-ranked judokas appears in the Budokwai Committee Minutes of June 1927. Kawaishi may have arrived in the UK by 1928, and appears to have first visited London and the Budokwai in 1931. From there he was probably inspired to bring the colored belt system to France. Since then, Brazilian jiu-jitsu, judo, and many other martial arts have adopted the use of colored belts to denote students' progression in the arts.


title: Brazilian jiu-jitsu ranking system

text: The first official belt ranking system was created in 1967 by the Jiu-Jitsu Federation of Guanabara. Before those days, there were three belt colors in Brazilian jiu-jitsu that primarily distinguished instructors from students. The white belt was for students, light blue for instructors, and dark blue for masters. The Sport Jiu Jitsu International Federation (SJJIF) and International Brazilian Jiu-Jitsu Federation implemented much of the current criteria and modern belt ranks.


title: Brazilian jiu-jitsu ranking system

text: White belt is the beginning rank for all Brazilian jiu-jitsu students. The rank is held by any practitioner new to the art and has no prerequisite. Some instructors and other high-level practitioners think that a white belt's training should emphasize escapes and defensive positioning since a white belt will often fight from inferior positions, especially when training with more experienced practitioners.


title: Brazilian jiu-jitsu ranking system

text: Most academies will additionally require that a white belt level practitioner works to obtain a well-rounded skills set, with a knowledge of basic offensive moves, such as common submissions and guard passes.


title: Brazilian jiu-jitsu ranking system

text: Blue belt is the second adult rank in Brazilian jiu-jitsu at schools that do not use yellow, orange, and green belts for adults. At the blue belt level, students gain a wide breadth of technical knowledge and undertake hundreds of hours of mat time to learn how to implement these moves efficiently. Blue belt is often the rank at which the student learns a large number of techniques. The IBJJF requires a practitioner remain a blue belt for a minimum of two years before progressing to purple.


title: Brazilian jiu-jitsu ranking system

text: Although many Brazilian jiu-jitsu organizations adhere to the IBJJF standard of awarding the yellow, orange, and green belt exclusively as part of a youth belt system (under 16 years of age), some supplement the time between white belt and blue belt with one or more belts of these colors with adult practitioners as well.


title: Brazilian jiu-jitsu ranking system

text: The IBJJF requires that a practitioner be at least 16 years old to receive a blue belt, thereby officially entering into the adult belt system.


title: Brazilian jiu-jitsu ranking system

text: Purple belt is the intermediate adult ranking in Brazilian jiu-jitsu. The purple belt level practitioner has gained a large amount of knowledge and purple belts are generally considered qualified to help instruct lower-ranked students.


title: Brazilian jiu-jitsu ranking system

text: The IBJJF requires students to be at least 16 years old and recommends they have spent a minimum of two years ranked as a blue belt to be eligible for a purple belt, with slightly different requirements for those graduating directly from the youth belts. The IBJJF requires a practitioner remain a purple belt for a minimum of 18 months prior to achieving a brown belt.


title: Brazilian jiu-jitsu ranking system

text: Brown belt is the highest ranking color belt below black belt in Brazilian jiu-jitsu. Progressing from a beginner white belt through to a brown belt typically requires at least five years of dedicated training. It is often thought of as a time for refining techniques.