But no, I'll keep it to 20 minutes or less. So this is third year getting to present container D, kind of a mix of status update, and really this year I'd like to focus, you know, most people have seen the architecture, I'm not going to drag you through all of those details, but how are people actually using it? And specifically, there's some great ways that people are extending it and embedding it in other projects that wasn't really the initial design, but thanks to some of the smarter people on the project, there's some cool ways that people are using it. So that's really the focus, but I will take you through kind of a current state of container D effectively. There's a couple things we can say about what it is. Container runtime, yes, there's lots of people that have debated what do we call a runtime or an engine, you know, we can get kind of stuck there. But we think of it as below platforms like Docker or Kubernetes, but above lower level run times like the OCI run C, or some of the other things you've heard about in this room today, Cata containers, Firecracker, Gvisor, and really we play that kind of resource management role between those two levels, a platform above us, these low level run times below us, you know, managing that container process, the image artifacts, the snapshots, the metadata, and we've tried to remain tightly scoped. So a lot of people early on said, oh, container D is going to become another Docker and have all these features. Our governance requires 100% maintainer approval to increase scope, and the only thing we've really changed from that initial scope in 2016 is adding the CRI implementation into container D itself. So there's a picture I think Thierry showed earlier today with CRI container D separate from container D. That was definitely true a few years ago, but now it's actually the same binary. So again, we'll see, as people have extended it, we haven't added that into the core of container D. We've allowed plug points and ways to do that without even modifying container D. So where are we today? We're the fifth project to graduate in the CNCF, so that happened just a few weeks after FOSDOM last year. The great thing is again, it's not just a project from a small group of people. We now have had over 200 different contributors representing greater than 100 companies. Thanks to the CNCF DevStats project, you can go search on all this data and check out who's contributing, who's involved. And our current kind of governance status, we have 13 maintainers representing nine different companies. So again, I think there's been a sense in which early on container D was seen as just another Docker company project. Clearly that's not the case. We have maintainers from Amazon and Alibaba and IBM and Google and a lot of other individuals. So effectively that just reflects that all the major cloud providers are using container D in some way. We'll see how in a few minutes. We do support both Linux and Windows across multiple architectures and we've added sub-projects to our governance. And what I mean by that is there are interesting pieces that we're going to see in a few minutes. Things that people have created, such as a Rust-based TTRPC implementation, IBM Research has contributed, Image Encryption Library, and again, instead of expanding the scope of container D and adding these pieces into container D as the main project, these are all pieces that are in sub-projects within our container D organization, but maintained by the people who created them. Our most recent release, container D13, added Windows support for the ShinV2 API, Amazon, the firecracker team contributed a device mapper snapshotter, which again was external. We've actually accepted that into the project. And then a new plug-in interface for things like Image Encryption or special compression modes that you don't have to modify container D code to use these capabilities. You can use a separate plug-in binary. And then in the CRI we support per-pod container shims, so you're not starting a different shim for every container in the pod, so there's some memory and CPU usage improvements there. Things that are in progress. The second talk of the day in here, if you caught it, Akihiro talked about remote snapshotters. It's both in progress, but also effectively there are ways you can use those features today like Akihiro talked about. C-groups V2, there have been a ton of PRs in our C-groups sub-project in the last, I'd say, month or two, and we're fairly close to having that complete. The Windows team is still working on their CRI implementation, and we're hoping to clarify how mount and resource management works, again, with all these interesting snapshotter features coming down the pipe, and I already mentioned Image Encryption. So all that said, who's using it today? I've already mentioned the public clouds, the Kubernetes infra team, we've got lots of end users, various dev tools like Kind, custom sandboxes, GVisor, et cetera, but the interesting thing is how are they using it? So how do we see these projects actually using container D? So I'll actually start at the bottom, maybe the least interesting use case, just using container D as a daemon to handle that resource management of containers through Run C or other binaries. So Docker and Buildkit are using it that way today. Step up from that, who's using it as a Kubernetes runtime? There's a couple of public clouds, including ours. There's end users, Ticketmaster, there's Alibaba, another cloud, who's both using it as a runtime and expanding it with their pouch container project. MicroKates in Canonicals Ubuntu, Kind, K3S from Rancher, ADBS Fargate is now using it to drive their firecracker-based isolation. So, again, I'm not going to dig into the details of that, those are fairly straightforward. You've heard today, if you've been in here about the CRI interface, you can implement that with the CRI container D component and, of course, then drive containers using the OCI Run C and other potential isolators. So really where we'll focus for the last few minutes of this is who's using it as a library. And so there's a couple of ways you can do that, the Go Client API. So that's, again, an abstraction that we'll look at how that fits, but there's a ton of projects that have chosen to use the Go Client API for a simple way to run containers, to make a larger project use container D, so OpenFaz is one of the most recent ones where Alex has been tweeting about FazD. I already mentioned Alibaba's pouch container, which is an open source project. You can go look how they've used the Go Client API to drive their container runtime. They've almost built essentially a Docker clone with all the registry operations, runtime operations in the pouch container offering. Our IBM Cloud Functions team has a driver to use. Container D is the runtime, Weaverx has Ignite, which wraps Firecracker, and then some of the Helm team and CNAB, if you've heard of those projects, built a very nice library called OROS, which allows you to do very flexible things with registry interactions, again, via a nice Go Client implementation. So there's that aspect of using Container D. There's also extensibility. So plug points to make a custom resolver that talks to your registry, maybe over an enhanced protocol that's not like the default Docker registry protocol. So Amazon has built a resolver for ECR with that. Maybe you saw a blog post from the Azure team about Teleport, and again, they've written a custom snapshotter that is not open source, so we can't see what it does, but it was mentioned in a talk realer today how it uses SMB protocol and VHD images to do very interesting sharing of images across your cluster, and I believe even within data centers. And then remote snapshotter, again, Akihiro did a great job this morning sharing about the StarGZ implementation, and CERN and the CVMFS team are also working on a remote snapshotter. So there's Go API usage, there's the extensibility points, and then there's even all the different sub-projects within Container D, like our C groups and our Run C wrapper, and other tools like that are console implementation. So even Creo, for example, imports Container D slash C groups, because it's just a nice default Go implementation of C group functionality. So let's look a little bit more at how this is actually happening. So again, I promised I wouldn't dig into this architecture and belabor all these points, so let's focus in on a few things, and if you do want to have a more in-depth talk, look for the KubeCon San Diego Container D talk on YouTube, and there's a great talk that walks you through this whole architecture, but let's focus in on the API. I said a lot of people are using Container D via the Go API, there's both the method by which the GRPC API is exposed from Container D, so for example, in the case of the CRI plug-in, it's simply the KubeLit's talking CRI to the Container D socket, and the CRI sub-project of Container D handling those and then using the Go API to call into Container D, start the containers for your pod, set up the CNI networking, et cetera, so that's obviously a very clear usage of the Go API from the CRI implementation. You also have low-level access to all the GRPC services within Container D, so if you think our Go API isn't giving you the level of detail you need from the metadata service or the snapshot service, you can talk directly to those GRPC API endpoints for those services, and the Godoc is all online, and that part of Container D is strongly versioned with all the guarantees of sem-verb versioning, and I don't think we've actually broken even across all the releases to date broken in any of those GRPC-level service APIs, so again, you can talk to snapshots, content, containers, tasks, events directly through that API, so again, I won't go through all those services, but those are all the core services that have their own GRPC API definition that is strongly versioned that's abstracted for you nicely with the generic Go API, so a lot of those use cases that I said they're using in the Go library, they've abstracted to use that API rather than talk directly to GRPC service endpoints, so let's talk more about plugability at the bottom end, content store obviously has a default implementation in Container D, but you can write your own, and then snapshotters, I've already mentioned a couple times, remote snapshotters, these are the ones that are built in, butterfs, overlay, devmapper, and obviously the plugability, and then we'll talk about shims, so there's a shim API, obviously we provide the implementation for Run-C, but that's where things like GVisor and Cata and Firecracker can write their own shim, and I'll show that API at the end, but let's walk through, start to finish for starting with the content store, so I mentioned this project OROS that has written their own content store plugin, that means they don't have to modify Container D, and it effectively allows them to provide a demonless way to interact with registries using their own content store, and so I don't know if anyone's used my manifest tool project, which again doesn't need a Docker demon or a Container D demon, it just talks to a registry to build or to push multi-architecture manifests, I've actually been rewriting that using OROS project which has the content store implementation, which allows me to throw away hundreds of lines of code in my project, because they made this really nice interface for interacting with a registry via a very simple Go API, we're going to talk about runtime shims in a minute, those are separate binaries, so if you go follow the firecracker installation guide with firecracker container D, you're going to install their actual binary shim and configure container D to drive that shim, so I already mentioned client plugins, the thing I wanted to focus on here is that the remote opt interface, it's maybe a little small, these slides will be online later if you want to look deeper, but this is how you can actually customize a resolver, say you write your own registry, it's not OCI compliant, you just have your own way of resolving hashes to layers and manifests, you can customize that fully with the remote opt, again without changing a line of container D code, so that's how Amazon wrote their ECR resolver, and again you can also replace any service, the leases service, the events, the diff service, the content store, you can use all these handlers to have your own custom implementations again without having to change the line of code of container D, you can also create your own container D binary embedded in your project, that's what Darren Shepherd did with K3S, when you install K3S it's got the sort of minified Kubernetes, he's removed a lot of things you don't need quote unquote, and then he's built in container D using the same model, so that you don't again have to install and maintain that, it's all kind of back to the beautiful world of one big static binary, you plop it down and you have everything you need. Snapshotters, again we just voted to accept the StarGZ remote snapshotter as a sub project in container D, so AkiHero showed you the current GitHub location that'll be moving into container D, but that's one implementation of a Snapshotter plugin that you'll then be able to, again, not have to change container D, but you can run the StarGZ Snapshotter, CERN's CVMFS Snapshotter, and you can configure and run container D to use those special Snapshotters without having to get PRs into container D, have your own custom file system, that's the API you have to implement to become a Snapshotter, and again you can run that as a separate process, this is an example of how you would simply do that in a Go program, listen on a socket, change the proxy plugin configuration to point to your new Snapshotter, and now you have the ability to use that within container D. Finally, I mentioned the shims, so again we provide the Run C shims, we have a couple variants of that, because again our most recent release has the per pod shim implementation, so there's a couple versions of that, you can switch between them in your container D config, Microsoft provides RunHCS for their Windows implementation, and then you have shims for Cata, Firecracker, GVisor, and maybe others I don't know about, these are the major ones that we're aware of and have talked to us and we've played around with, again these are separate binaries, you install them from these projects, you configure container D, and you can now use these run times without changing any of the other container D architecture, so yeah a little more detail on that, again what you have to implement is fairly minimal, it's all about life cycle of a container, so if you want to drive VMs, you just handle the start and stop, pause and pause all those capabilities in the way that your runtime needs, and there's a simple naming convention, so when you start a container D process, you can say use this runtime by providing this type, and again here's all the API that you would have to implement to become a shim in the shim V2 API, it's effectively the task service within container D, so this is a copy of the former chart, hopefully you can see the highlighted areas, especially in the top half and where on those architecture charts they fit in to have extended or found the plug point that allowed them to do the special thing they wanted to do with container D, so with that I think we got a couple minutes, so any questions? I was a little bit quick, but hopefully gave you an idea of where people are extending and using container D today, everyone wants to leave, everyone's done with Fosdom. Actually this is probably a question from somebody who doesn't really have an idea about how Kubernetes works, but how does cryo relate to container D? You said the CRI shim is now part of container D, right? Yes. So what's the difference between cryo and container D basically? Yeah, so effectively the kubelet points to a certain CRI implementation, so if I'm sitting on a worker node of a Kubernetes cluster and I've got a configure to use container D, it's pointing to our socket, if you point that to Creo's socket, then obviously Creo will handle how they've implemented driving Run C, which they have support for CADDA, they have support for Run C, many of those things are similar. Okay, so they're similar, they're basically similar project container D and cryo. Yes, okay. Yeah, similar, when they're used as a Kubernetes runtime, I tell people they're effectively quite similar, there are some design choices. What's different is the rest of the architecture and the extensibility, not that they're missing from cryo, but that was not a design point. Right. It was meant to be a Kubernetes runtime, so that's the path that cryo implements. Interesting. Thanks. Yep. Okay, thank you. Thank you.


This is Think Tech and today we have a special show a community matters. It's about tourism. Can tourism save? Sustained I should say Sustained Hawaii and for that show we have Jerry Agrusi professor of hospitality and tourism at white Pacific University in the business school And Frank Haas who's a tourism marketing consultant and also what a teacher at Copulant community college right and I was at Hawaii tourism authority So I've and yes in years and years of experience and developing the industry at Hawaii tourism authority So the first part of our show I want to talk about how it's going gentlemen So Jerry you probably talk to your classes all the time. I know Frank talks to your classes, too Yep, he did a great job the other night. Maybe he should start. Yeah, how is tourism doing in the state of Hawaii? 2016 2017 we are doing extraordinarily well We have 8.8 million visitors. We've got almost 15 billion dollars in visitor spending So on the surface things are really looking good, but my nickname is dr. Doom Even when things are going well heard it here I'm always looking for you know What do we have to fix that's lying under the surface and there are some issues out there that we need to be addressing We're going to talk about that in a second part of the show. So let's get to metrics. What are the metrics? well, it looks like Yeah, Oahu is just gangbusters. Waikiki is full to the brim all the time So what we need to do is help disperse some of that tourism get it out to the outer islands the outer islands are still very cyclical They have shoulder periods which is good for them because then the employees at least can catch a breather here and in Waikiki they run a 90% minimum across the board and Everybody's tired. So Waikiki is still is still the top of the line most people go to Waikiki Structurally it's changed too because Waikiki is now a epicenter for international visitors coming here So the mix has changed it used to be Japanese and Western visitors domestic visitors now It's Japanese Chinese Korean Taiwanese.  No, I think they there are two things going on one is they've become more familiar with Hawaii as a product and they've been been to Waikiki done that and now they want to see the other islands, but also the Just availability in Waikiki as Jerry said you're running eighty five ninety percent occupancy a lot And so if you can't find a room in Oahu, you might go somewhere else. Yeah, sure. What about room rates? How they doing average in Waikiki is running around 225 I can't remember the number for the state, but that is able by a car for that Well, those numbers have been steadily increasing and when I was at Hawaii tourism authority, which was I left in 2007 or so our strategy was to really focus on rates rather than Bodies and that gets back to your issue about sustainability. Yeah Yeah, we're gonna talk about that. I promise and then to add to that the outer islands are really really doing well Especially places like Maui where they're right now is high season whale season and they're getting close to 400 And you know when even Former students of mine that are running some of those hotels over there. They'll say dr. A. I can't get your room What about rates on the neighbor islands are they higher lower what they're they're generally higher Because hotels are cut above. Yeah. Yes, there are more resorts on the neighbor islands There's more pure hotels here, but things are changing. We have a four seasons resort that just opened here in Koalina Holly Kalani Trump Tower a lot of these places are there's a luxury product here that didn't exist in large numbers before Right the Ritz Colton just open to so I think it's moving through Kapolei. Are they moving west in a while? That's another complicated questions to some degree. Yes So if you look at where the product has sprung up you've got a Lonnie that went in Koalina You just had the the four seasons renovate a property there You've got a Inclusive resort that the Chinese are going to develop in that area. The other thing that's happening and this gets back to capacity and Sustainability is the rise of non-traditional accommodations bed-and-breakfast Airbnb We have to figure out how to live with that reality. You mentioned a little while ago that you want to get him out You want to get him out of Waikiki? They go to Kailua. They wind up in the middle of a protest Yeah, sure. And Kailua is not just that of Waikiki. We want to get him out to Kauai to Big Island, you know the Kona side as well as the Hilo side You know, we maybe get to Lanai Because you can it helps keep those people employed and and you know gets more than just the normal 35 40 hours a week get a little overtime once in a while. Yeah, well talk about that I mean there's a lot of jobs in tourism. Yeah, all kinds of jobs It's not just folding hospital corners and banquet management and gee, I don't know what in all hotels But there's a lot of jobs a lot of activity economic activity that flows out of tourism No direct direct employment is somewhere in the neighborhood of 25 percent or so Interest of the entire work for you. Yes. Oh and when you talk about indirect employment I've been teaching a class and I've had people coming in who are have jobs that are not strictly tourism But it's related to tourism like a risk manager I just had a risk manager come in because we've got talked about risk But he's a very he's got a very highly paid job very specialist job But he's doing the risk assessment for a lot of important properties here What about you know, you talk about risk management? There's also accountants who specialize in tourism right and lawyers who do a lot of tourism work and banks that love to make facilities for for you know tourist operations big hotels included that's their favorite kind of business because it's a Gold-plated you know to get repaid. So there's a lot of the business community is some so you say 25% of the workforce That's direct. It's probably you know a good percentage of the whole economy I would say what if I'm calling my numbers. It's in the neighborhood of 40% of the GDP. Yeah, well Well, and it may not capture everything because of the secondary effect correct. Yeah, okay, so where is it expanding? Greatest, I mean would you say that the neighborhoods are expanding is capital going in there faster or is capitol going to Kapolei? Or there's been a lot of you know development around the reef there an international marketplace I don't know if you can say there's more hotel rooms, but there's been a lot of money put in the last few years Yeah, I think the big thing will be this out in Coalina the Atlantis 1.5 billion dollars. You know, this is Unbelievable amount of money that this Chinese group is going to put in and it's going to help Like we said you we're talking about direct. Well, they have to build that property So all the construction workers that will go into there and all of the delivery of the construction materials And then all the beds and all the carpets. It's going to be a monster But what does it mean that the Chinese are here? You know, we were waiting we wondered we wasn't sure they were coming The Chinese investors are here the the visitors are still coming but the not in not in huge numbers Which is probably good thing you want to balance your your markets You don't want to be dominated by any one market So if you do that then the other guys don't like it. That's right And we want we want the right kind of Chinese, you know, there's 1.3 billion people in China We want we want the people that spend money that That's that 1.2 billion Well, there are a lot of those but the other thing to your question is The brand is so strong that you're seeing development that we couldn't have imagined before it's repurposing buildings The Waikiki Trade Center is now a hotel The development of Airbnb's and vacation rentals are coming because Multiple repeat visitors are looking for a different kind of experience. So the market maybe lower price Some of them are lower price on them. It's just a different experience Yeah, it isn't always a lower price because sometimes Airbnb I did a study on it and last year and is Hawaii hotels ready for this and not all of the properties are lower priced Some of them are actually higher priced. They have the Airbnb's account for sometimes luxury properties where people want to spend a night or two Which they could never actually ever live there and it's a it's a good experience And my own advice and this personal to the hotel industry is they're not a threat that the people that are going to Airbnb and Vacation rentals are a different animal. So it's there's still a huge market a huge number of people that want the hotel Assurance the resort experience the location. Yeah, the luxury of it The security of it knowing what you're going to get as a product. That's the biggest thing You don't want to make a long trip with it with you know something unpredictable correct Well, I wanted to ask you one more question before we go to the break and that and that's this You know the the there's a lot of profit. I mean in the picture you paint. There's a lot of profit I've always felt though that the capital concentrations that earn the profit with their investments You know most most of big ones are offshore right leakage and that means correct me if I'm wrong But that means that the profit goes offshore. Am I right that that is called leakage. That's leakage. Yes, sir But you are correct. There's a flood of leakage We have a huge amount of leakage because of the number of properties now that have been purchased By either investment groups as well as we just had our rigor cell Just recently to a oh sure the big deal. Yeah big deal and then that company you don't know what it sold for No, they didn't tell me. This is neat. I know a lot of it more than a professor makes in a year That I can assure you But back to your other question J I we want to get before we go to break is on some other ways that we're attracting Visitors and one of the things that I wanted to share with the with the audience is that new movie on Moana Oh, yeah, please and We have one of my graduate students is doing a study on the Film and looking at it with people now after seeing the movie Moana. Are they wanting to go in? Come visit us They let this week is the 11th week of the showing of the show and it's already did $550 million there it is. Yeah, there it is and Well, that's working off the the brand is yeah Disney did a really good job with it and as you can see the here in the slide You have both Maui the god demigod and then Moana and that's a local girl that played her that voice And she's a Kamehameha grad student. She's not a grad. She's only like 16 or 17 Oh, and she's done really really well for herself the next slide will have You can look how they partnered with Hawaiian Airlines I was on one of these planes recently and it's not just the outside Inside the plane where you put the baggage is all decorated as well So they've done a really good job of partnering with Hawaiian Airlines and it's a draw what they had some Pushback pickups. All right push back here. They had a costume that was for Halloween and actually they had to pull it and Disney very rarely pulls things and Disney doesn't make one or two at a time They make you know hundreds of thousands at one time and right before Halloween. They had to pull this costume and It wasn't culture is racist. Yeah, they felt it wasn't culturally sensitive to the Polynesian version of blackface. Yeah Yeah, so they pulled that and And people were not not very happy. I know that we are all speaking to some of the Folks here that are actually against the movie. They feel that it that it isn't Sensitive sensitive enough. Yeah, right and then there's a minute There is a funny character right there and in that movie they really go in the distance on this one Correct, and then one more slide here. I think we have it Here's a website that on my graduate student or former graduate student. She graduated already, but we still trying to get this paper published If you'd like to come in go on this survey monkey and fill out a survey on the movie Moana Like I said earlier. They did they've done 555 million dollars in sales in the first 11 weeks in box office sales another thing is they're selling is the The memorabilia. This is the number one selling product at the Disney store. This is his name is poor and The Disney store they can't keep it in stock as soon as it comes On the shelf. I was actually in line to buy this and two ladies came to me. Where did you get that? I said that was the last one there. Would you sell that to me? I said, I'm sorry. I need it for a TV show Yeah, yeah, so students must love you you guys you're so energetic But let's take a minute and everybody can fill out the survey and survey monkey And they'll come back when talk about the other side of tourism game They ain't watching this show at 12 o'clock on Friday afternoon Stan the energy man watch it Angus mctec Well, she knew welcome and join us to see us on hibachi talk on think tech Hawaii Joe my co-hosts go to the tags out and enter the security guy every Friday from 1300 to 1345 we look forward to see it We'll talk tech and we'll have some we've been a fun and remember let your wing gang free where area be ha Aloha, I am reg baker and I am the host of business in Hawaii with reg baker We broadcast live every Thursday from two to two thirty in the think tech studios in downtown, ala lulu We highlight successful stories about businesses and individuals and learn their secrets to success I hope you can join us on our next show on Thursday at two o'clock Until then aloha. Yes. Community does matter. I'm Jay Fidel We have Jerry a gruesome and Frank Haas here talking about tourism is tourism sustainable can tourism sustain Hawaii So the first question I'll ask you guys as professors of tourism is what what's eating away if anything at it? What is pulling in the other direction? What should we be worrying about if we have capital investment in tourism? Speaking is doubt as dr. Do there's there's lots of things that could happen and you do need to think about those things right now We're in a good place strong brands strong numbers But if you look at what's underneath that could happen. There's a variety of things Things like Zika virus if you remember the SARS virus in sure in 2006 yeah, no it's earlier than two early early anyway We lost more Japanese visitors to the SARS than we did to 9-11 so any of these diseases that could happen a bowl if it comes up again There's the the whole issue of the social fabric, you know The the eternal question is how many visitors are too many visitors and how and at what point do you start improving the Resonant experience because of the the visitor load is that happening already it depends on who you ask and where you are And there are ways to manage that but it's it's it's hard because we can't simply dictate things We can't if you if you buy a property, you're going to build to that capacity for that property So that's where you end up getting high density But as I said, they're probably some ways around that a lot of these visitors want to go out and see Neighborhoods like Kailua and if you go to Kailua on a weekend when all the residents want to go to the beach It's it's crowded and people complain Monday through Friday. It's not so much of a problem. So we need to think about those kinds of solutions Some other things that could happen certainly terrorism Certainly policy brand USA, which is the national promotional arm for the federal government came out with a A concern about extreme vetting, you know, what happens if we get so concerned about security that we start to choke off travel Crime to terrorism we've had these things occur before but We just need to be aware of them and then there are the natural disasters so tsunami hurricane if we had a hurricane on a Wahoo With the same magnitude as we had in the Niki and back then it's it's that's a game-changer Yes, and as you mentioned there about the and Frank mentioned about the vetting. We just got this week We got word that Asia air X is going to now come from Malaysia. They'll stop through Japan to come here with it, you know 300 Seat capacity plane will come four times a week. This is good except Malaysia is a Muslim country yeah, so it could be put on that list and it and it took six years for them to develop this type of Agreement to get Asian air to come here now snuffed in no time with an executive order As long as we're talking about airlines they there are some unintended consequences and airlines are absolutely critical I mean you can't drive here. So you got to be worried about the airlines So there are people right now talking about with some excitement about people like Southwest possibly coming in or another low-cost carrier coming in There may be some unintended consequences with that It's certainly nice for the consumer to have low fares But if the overall if it starts a fair war and then united in Delta and America and say we're not making any money here They're gonna pull their seats so Tourism is a very complicated and very delicate balance and we have to you know You we have to worry about air air air seats and airlines because nobody comes here any other way except by air Yeah, yeah Well, you know, that's a scary picture, but let me add one climate change climate change I just had a lot of talk to my class about climate change. They're talking about a one meter rise in sea level Nobody knows exactly when that happens for the one meter rise in sea level puts Waikiki underwater Yeah, right and it also floats the it floats the sewage That does that it's a lot of the hotels were built when nobody worried about climate change or sea level rise So a lot of the elevator equipment and electrical equipment is in the basement. Yeah, so those are all gonna be have to be moved We need to be thinking about those things now Well, it's you know, it's a domino kind of thing though I mean you some of these things that you've described can be fixed Yeah, we should talk about that and we should try to be resilient about what we can be resilient about Other things, you know a way as always the case in an island state are way beyond our control They happen somewhere else and and we're the unhappy recipients of whatever it is I'm thinking tsunami for example. Oh, sorry, and we had no control over those no control So, I mean really the question is being smart like Singapore is smart, right and and I wonder, you know HTA probably thinks about this all day Jerry a gruesome class writes papers about it. Yes, but you know, what is our advice? You know to the state Singapore is a good model. I did some work in Singapore for the Singapore tourism board this TV They do a 25 year plan They and you might say you're crazy to think in a 25 year What could you know think of all the things could happen? But they say yeah, things are gonna happen But we want to imagine what those things might be and prepare for them whether they happen or not our current strategic plan for For HTA as a five-year plan Okay, we're thinking five years. That's good ten years is better 15 years is better We need to at least somebody whether you actually have a plan with that time horizon or not We need to be thinking in those terms that how do we want to work now? To make the state what we wanted to look like 20 or 30 or 40 years And what I get also is that when you're looking at unpredictable And negative experiences a five-year plan doesn't see as many of them right as a 25 year plan So when you have a 25 year plan by definition, you're looking harder at what might bring you down Yeah, right and when we look at what we did predict, right? We saw this rise in the in the economy of for instance China and we thought okay Then the Chinese will be all will be our number one international visitor and now there's still only one-tenth of what they Japanese it but but shame on us if we saw that rise coming One of the reason we may not have realized what we wanted to realize out of China markets We didn't do enough about it, but we don't have enough Mandarin speaking Front desk true or signs or signs or signs. We don't have Mandarin channels on the TV We don't have green tea in all the rooms They're all those things that the Chinese visitor wants that you can accommodate you just have to purposely do that But there are certain properties for instance four seasons I know that they just last so last week or two weeks ago. They added another Chinese TV station to their one of my students works there and they said we just added another Chinese TV speaking TV station and They because the four seasons because they get the money and they can charge They can have people that are just Allocating their time and efforts to match the needs of our each particular guest But it like four seasons. Have you ever seen a commercial for a four seasons property? No me either So everybody's word of mouth a repeat visitor, but that's Chinese is one example But all these issues we talked about there's a solution for it and despite my dr. Doomtie. I'm an optimist for example, if if you want to Stabilize Growth you look for diversification markets. So you want to you want to purposely develop markets in a portfolio sort of Approach you're covering all the possibilities all the areas of marketing and we went at one point in the 90s 12% of our visitors came from Places other than the US and Japan and that went down to about 3% that's back up to about 8 or 9% So we're doing a good thing isn't it? It's the good thing and then the question is We all should agree on what that number Should become and then work toward that Okay, I want to ask you guys to provide some advice. Okay, Jerry you're first I'd like you to provide some advice to the state legislature and the people of the state How to make tourism in Hawaii the engine of our economy? You know for sure how to make it resilient in the long term this camera one. Why don't you? Why don't you tell the legs? They're all watching right now. Yeah, hello. Aloha I think they did, you know first of all, let's give credit to those that are doing a good job HTA it has to be doing a great job because we have record number of visitors and record number of Tax revenue for for the state. So let's give credit where it's due What I would do is I try to maybe have a more An arm that helps the local community both the Hawaiian Native Hawaiian community, but also the other residents to understand how important tourism is To this state we have folks that are not understanding and whether it's because they just don't They don't see the numbers or they just no one ever explained it to them that you know one out of four people working in the state is working directly in this business and then there's another you know, You know almost 40% if we add in that 25% that have something to do with tourism and we need to have people understand that Yes, this is our number one life But we don't have another industry to take this over at this time and it employs lots and lots of people and you can't Outsource this. This is the great thing. You can't have it manufactured somewhere else. It has to be done here Okay, let me let me turn the question a little bit to you Frank What is your advice to the industry to the capital concentrations in China the US Britain? You know, what should they be doing to cooperate with the community to make this work with the community over time to build a product That's completely collaborative and which is our best product They're actually shades of the Moana and Webley Edwards and Hawaii calls How can we achieve that image that and and persist in our brand? One of the simple things to do is just realize what makes Hawaii so wonderfully special And to celebrate that because what's good for the visitor is good for the resident if we really do embrace the authentic Hawaiian culture authentic experiences if we invest in festivals events activities that everybody wants to enjoy it's a win-win and The state has a role in this and that is to take the long the long view and nothing against the industry The industry has done a terrific job, but they are looking at short-term results Hotel general managers are rewarded very generously often on short-term results like quarterly rev par and things like that We need to be thinking and as Singapore does in a 20 30 year time horizon and say well How can we how can we invest in this place? How can we celebrate those things that make us special so that brand remains vibrant? Yeah win win win win? Last question Okay, we have a new you may have noticed we have a new president and he is doing some things that we predicted No, maybe we didn't predict some of those things have an effect on Hawaii I don't think he's in love with Hawaii. It didn't vote for him And some of the things he's doing effect or could affect some of the things he might do could affect tourism So Jerry could you could you talk to him for us? Donald Trump I mean and give him some advice about what we would like from him For sure he cared to care about us. Well, mr. President I hope that you will look at a markets that that Could be beneficial to us. Maybe lower the visa for some of the Chinese visitors. We could get more of them. I I Sure that you and your security team understand why you put Blocks on those countries is I don't think we get a lot of tourists from Yemen So I can't see why we want to ever even worry about that that's not gonna help My students have jobs afterwards there. I haven't met anybody from Yemen ever here in Hawaii But I can see that if there's ways that we can help make it Our borders a little more beneficial and then get some of the you know the brick nations You know the the Brazil That Russia Russia's a lot of folks have a lot of money and and they like it for they like to go tourism They go to this place called sunny beach in Bulgaria and it is packed We're a lot cleaner and I say here than there. So I would I would think that if you can make that Bend and mend that together. Let's get some we had some Russian tourists here for a while There was some Russian tours and now I don't see them anymore. So it gets get some more and more diversity as as Professor Haas says more diversity and and who we get to come here. So we're less vulnerable when when our market drops Thank You president sherry gruesa Professor of hutch out in tourism and HPU Frank Haas a tourism marketing consultant a professor at Capulata Community College


Yeah, we on boss talk one-on-one one-on-one.   I ain't no ain't no better This has to come to an end fam. Wow, this world is coming to an end.  I got on her and say man.   Well, y'all know why I speak in schools Cuz of that nigga right there.  That's sure. So think about that. I'm on here talking like I don't do none of this I get on internet and talk like I don't help children, but in real life.  That's what they keep again.  We want to hear something real when you talk is something that marinates with me You know, I like what you doing man keep doing what you doing man. How does that make you feel man? Oh, oh It's it's it's it's rewarding the the internet is Is a deception The internet is 35 to 40 percent real Because they don't give you They don't give you the before story to a video. So you don't know what's happening.  Do you do some people and I'm having fun and and and and men I feel powerful.  So when I get that love when I get that admiration You see the smile on my face. Oh, yeah, you see that genuine smile. Yeah. Yeah, I let my guards down Yeah, you know I'm saying come on man. Let's take a picture. I play like I mean it for but yeah, you see yeah You see you see the genuine smile man


First go to drive.google.com In Google Drive, click New button at the top left corner. In that drop-down, you can find Google Sheets. By clicking the Google Sheets, you have two option. One is blank spreadsheet and another one is from a template. If you want a blank spreadsheet, you can simply click on the blank spreadsheet, or if you need to use any template in the Google Sheets, click from a template. Google Sheets has many templates like to-do list, annual budget, monthly budget, and many more. I'm just going to select the blank sheet. Now you can see that we have created a new blank Google spreadsheet. You can also use a short method to create a new blank Google spreadsheet by entering sheet.new. This sheet will also automatically save in your Google Drive as previous method.


An outside Africa U.S. President Joe Biden says the Democratic Party has reached an economic framework on spending bill that includes historic investments in the country and that will help reduce the deficit. President Biden made the remarks from the White House just before he's expected to head overseas for a meeting of G20 leaders in Rome and then the U.N. Climate Change Conference in Glasgow, Scotland. Over the next 10 years, it will not add to the deficit at all. It will actually reduce the deficit, according to economists. I want to thank my colleagues in the Congress for their leadership. We spent hours and hours and hours over months and months working on this. No one got everything they wanted, including me. But that's what compromises. That's consensus. And that's what I ran on. I've long said compromise and consensus are the only way to get big things done in a democracy. Important things done for the country. I know it's hard. I know how deeply people feel about the things that they fight for. But this framework includes historic investments in our nation and in our people. Any single element of this framework would fundamentally be viewed as a fundamental change in America. Taking together, they're truly consequential. Out of the 37 major countries. Hello, hope you enjoyed the news. Please do subscribe to our YouTube channel and don't forget to hit the notification button so you get notified about fresh news updates.


to this lecture as part of the NPTEL course on Supply Chain Digitization. I am Sushmita Narayan, I am a faculty with IIM Mumbai and this is the session on Supply Chain Design and Operation Strategies. We have already seen up till now what is the linkage of supply chain and design strategies with the corporate strategy as well as other functional strategies. So, that is the part that we have already covered. In this session, I am going to be taking up an interesting topic which is you know not very often linked with operations. This is the interface between operations and finance which is very important for any organization to consider before it implements or designs its operation strategies or the supply chain strategies. In fact, this has implications even for other elements let us say production design R&D as well as marketing human resources and other kinds of strategies that a firm would have, but in particular I am going to be focusing on the interface with operations. Now, in this part also of the session, I am going to be looking at one aspect of finance. Finance is a very vast domain and since this course is focused on supply chain management, I will be picking up one part of finance and giving some kind of a sensitization to our students on one metric in finance which is the return on assets. There are many metrics in finance, there are many elements to financial management, accounting all of these which are very very important to operations management and supply chain management, but as a brief introduction for our students, we will be focusing on just one element which is the return on assets. So, at the end of the session, I would actually encourage students to look at the connection between other elements of financial management, let us say investment banking and all of this to operations because this is becoming a very important topic nowadays called as supply chain finance and a lot of technological advancements have occurred in this space as well such as smart contracting, blockchains so on and so forth. So, when we consider this interface, I am going to pick up a very standard model from financial management, this is called as the DuPont model and I have adapted the DuPont model, this is not having the exact elements of the DuPont model. Let us look at this model first and then try to make sense as to how this is related to operation strategy. The DuPont model is very popularly used in financial analysis and it looks at deriving a set of indicators that depict the performance of the firm. And over here as you can observe, we have at the very left hand side of my screen, we have something called as the return on assets. This is the final metric of interest to us. This metric is being derived from all of these metrics towards the right hand side of the screen. So, at one end, we go in this direction, let us say we go with the top most direction of this particular diagram. On one hand, we have something called as the net profit margin and at the bottom part of the screen, we are looking at the other metric which is called as the asset turnover ratio. The return on assets ROA as it is popularly known or return on net assets is a combination of these two indicators, the net profit margin and the asset turnover ratio. And as you can see here, I have shown that it is the product of these two elements. So, in other words, if we were to say what is the return on assets, this is going to be equal to the net profit margin into the asset turnover ratio. Now, let us take the first half of the screen that is the top part of the screen because this is something that is more easy to understand for someone who is new to finance or someone who is new to operations as well. The net profit margin is a derived indicator in itself. Return on assets is a derived indicator, net profit margin is also a derived indicator. What do I mean by derived indicator? A derived indicator is a metric that is calculated from other indicators. So, it is not measured directly from the occurrence of certain events or through some measurement methods, but it is actually calculated through a mathematical formula. So, that is what is meant by derived indicator. So, the net profit margin return on assets are derived indicators. The net profit margin as we can see is a percentage or a ratio. It is the ratio between the net profit that the firm is going to earn from selling its products or services. It does not matter whether you are selling products or services, you can always capture the net profit versus the sales that it actually was able to you know create or was able to generate within the last financial year of interest to us. So, it is a ratio. So, how much of profit am I actually gaining as a portion of my sales? The profit margin can be less than 100 percent, 1 percent it can be more than 100 percent also, which means that the company is being extremely profitable in terms of its sales that is a possibility that the company is going to consider. The net profit and sales if we were to consider what kind of indicators they are, the net profit is a derived indicator in itself. It is a combination of sales and all the costs that were incurred in trying to sell the product in the market. So, if I were to consider sales, sales is going to be how much I was able to sell that is how much volume into the price of the product. So, let us say the price of the product is 100 rupees and I was able to sell 10000 units of the product, then 100 into 10000 would be the sales that I was able to generate. Now, you can see here I have depicted the mathematical relationship of other terms in terms of minus sign, which means the net profit is sales minus the cost of goods sold, the SGA expenses, interest expenses, taxes so on and so forth. Like I said this is adapted from the DuPont model there could be many other elements as well, which I have not included, but just to give you a primer into the financial performance of the firm I have included a few elements, which are very relevant to our discussion today. So, if I were to consider what is net profit, it sales less the cost of goods sold, less the expenses in SGA, less interest expenses, taxes so on and so forth. What is cost of goods sold? The cost of goods sold refers to the cost of all the activities that were carried out in producing and selling the product in the marketplace. And this would typically include you know what was the cost of purchase that is how much did you spend in terms of procuring raw materials for the product. Let us say we were making 10000 units of the product, we could be looking at every unit of the product incurring some kind of cost. The cost of manufacturing could be related to the cost of purchase and in the cost of purchase we would be looking at how much cost was incurred in paying a vendor for that particular unit of product that could be one part of the cost of goods sold. The other part of cost of goods sold would be related to what was the cost incurred in creating this product right. So, let us say you were carrying out manufacturing, there would be some kind of labor who is going to be utilized in order to make the product. They may be packaging the product, cleaning the product, they could be involved in setting up the equipment for manufacturing, they could be involved in moving the material within the warehouse, they could be involved in many activities that are related to creating this product in the form of a final finished goods. This is all part of cost of goods sold and as you can see it is directly related to the activity of producing and distributing the product. The other expenses that could be incurred are what we call as SGA, interest expenses, taxes so on and so forth. The SGA expenses in particular are what we call as sales, general and administrative expenses. Now, what do we mean by this? These are expenses related to the process which is not directly linked to the manufacturing of the product alright. So, it could be related to the advertisement cost of you know promoting this product in the marketplace. Administrative expenses, let us say you are having staff or employees in your organization, they are not necessarily working on the shop floor, but they could be related to the IT systems, they could be managing the infrastructure in your facility, they could be managing let us say customer relations, they are not directly related to the manufacturing process of the product. We will have wages to be paid to such employees as well, but they are not directly related to the cost of goods sold, they are not related to the cost of manufacturing the product. So, these are the expenses are the apart from the expenses incurred in making the product. Similarly, upon these expenses you could have also interest expenses, you can have taxes that need to be paid over your income so on and so forth. Now, all of these aspects are going to be deducted or all these elements are actually going to be deducted from the revenue that you make. So, you can see it is not going to be very easy for a company to be profitable because it owes money to a lot of other entities right. It owes money to its vendors when it is purchasing, it owes money to its employees, it owes money to the bank, it owes money to the government and all of these elements are going to deduct the kind of value that the firm can actually derive from selling the product. So, naturally if a firm is interested in functioning within a marketplace it would try to achieve more profitability as much as possible right. So, this part is going to feed into what we call as the net profit margin. So, a firm would like to increase its net profit margin as much as possible in order to function within the marketplace in order to exist within the marketplace. On the other hand at the bottom part of this slide as you can see I have considered what is called as the asset turnover ratio. The asset turnover ratio is also a derived indicator and remember I have said what is a derived indicator it is a metric that is going to be calculated by combining other metrics right through some kind of mathematical operation. So, in this case the asset turnover ratio is the ratio between the sales as a value. So, we are talking about sales as rupee value or dollar value versus total assets that the firm is going to have again in dollar or rupee value. So, it is a ratio. So, as you can see here the net profit margin is also a ratio the asset turnover ratio is also a fraction and this derived indicator is going to again consider the sales the same sales that we considered in the net profit margin and here interestingly it is looking at a different kind of metric which is called as total assets. Now, what do we mean by total assets? Total assets are all that the firm is going to use in order to generate that product and sell that product. What does it use? What are some of the assets that the firm is going to have that it is going to use in order to sell and this will be physically visible right this is physically visible to you. So, among these total assets we have two types of assets that are very common the first one is current assets and the second one is fixed assets. As you can observe over here current assets is also going to be derived from other metrics whereas, fixed asset is the final indicator over here which means we can directly measure it from the value of assets that we own. Now, what is the difference between fixed assets and current assets? Fixed assets and I can explain this with an example fixed assets refer to the equipment that we have manufacturing equipment, the you know the plants that we own the factories that we own the facilities that we own it could also relate to the fleet of vehicles that we own right. Now, these assets are part of our capital expenditure we are going to purchase these assets and we cannot very easily sell these assets right because once we purchase them it is going to take a long time for them to again get sold in the market. It takes a while to purchase these assets it is also going to take a while to sell these assets. So, you cannot generate revenues very easily from these kinds of assets. So, over a period of time they are fixed they are going to be fixed and they are not going to directly convert to cash through a sale. Fixed assets are typically used in order to generate the product or services that we offer to the customer. So, I am going to use the plant or I am going to use the equipment in the plant in order to manufacture the product, but the plant itself is not going to be sold as the product the equipment itself is not going to be sold as the product. So, in a sense the fixed assets are supporting our process of production or manufacturing in this case. Similarly, I would be using my vehicles in order to transport the product from point A to point B. Again I am not selling the vehicle I am selling the product. So, the fixed asset which is my vehicle is going to help me in selling this product by the means of transporting it to the point of sale. Now, on the other hand we have current assets. So, if we look at current assets it is again as I mentioned it is derived from a few indicators one of them is inventory very very important within the supply chain which is the inventory and this refers to the inventory or the stock of materials that is going to be either sold as the product or that which is going to be used in directly making the product. So, the inventory in the in in terms of let us say the finished good itself right it could be that shampoo bottle that you created with the shampoo or it could be inventory in the form of work in process inventory. For example, the dyes the chemicals that are used to make the shampoo the bottle itself which is all work in process the plastic which is used to make the product that is also in process as you can see ultimately this is going to be sold to the customer and it is going to generate sales. In other words this particular product should be or can be easily liquidated or sold within the market in return for money much faster than let us say the fixed assets that I have right. So, within the year typically I should expect to sell this product within the market and gain revenues from this. So, this is what we call as current assets because it can be sold in the market and we can quickly generate money from this specifically cash right. We also have something called as receivables. Now as you can think of if you are a retail consumer that is you are someone who has gone to purchase the shampoo bottle in the market you are going to pay money to your grocer or you are going to pay money to the retail chain almost immediately in order to purchase the product. Very rarely unless you have very good terms and conditions with your grocer who is your you know who is someone who you have known for a while you might even take products from your grocer on credit. In the sense you might tell him that I will pay back the money for this after a week or after 10 days. In such a case you have created a system of credit with your grocer and you owe money to your grocer and your grocer who has sold the product to you expects receivables of sales equivalent money or revenue from you. This is going to be much more common in a B to B setting that is business to business setting rather than a B to C setting and it is going to be very commonly observed in these settings because you have regular business or operations happening between companies within a supply chain. So, you are continuously going to be selling products and trading them or selling them in the marketplace further so on and so forth. You are continuously going to be purchasing raw materials converting them into some kind of a product. So, it does not make sense for you to have immediate financial transactions, but in you might want to take the option of paying back your supplier or your vendor after a period of in time. This is what we say purchasing on credit and you are going to owe money to your vendor in such a case and your vendor is going to expect receivables from you. The receivables also can be converted into cash equivalents through the process of liquidation and hence this is also considered as a current assets. We also have current assets in the form of cash and other current assets. So, this is already liquid assets that we are going to have and all of these current assets are very important because of the nature of liquidation. We can use these assets in order to finance our day to day operations as a firm. So, if you have to pay wages to your employees or if you have to let us say pay small vendors, you would be using the cash that you generate from these operations in order to finance all of the other activities that you have as a firm. So, having current assets is actually very, very important in order to keep the machinery going as we say. On the other hand fixed assets are very important because they are going to help generate the revenue that we want. The total assets is the sum of these current assets and fixed assets. Now, let us look at the nature of the asset turnover ratio. The asset turnover ratio shows us that it is the ratio between sales and total assets. So, in other words if we wanted to look at what is the desired direction for the asset turnover ratio, I would want it to be high as high as possible right. There could be limitations, but I would want it to be as high as possible. What does that mean? I do not want to have excess assets such as machinery, equipment or inventory in my organization because that would mean I am not selling the product itself right or I am not generating enough revenues. I would want to have just enough assets that can help me generate a high amount of sales. So, in other words if I were to consider the net profit margin, I would want this to be as high as possible. If I were to consider the asset turnover ratio, I would want this also to be as high as possible. Particularly if I were to again focus on the asset turnover ratio, we want to generate as much sales as possible from the assets that we have. We want to utilize them to the best extent possible. We do not want to have anything in excess which is not sold. We want to be able to utilize all our facilities, else we would be very inefficient in using our resources right. So, considering all of this, we are going to see that the right hand side is going to require a lot of focus if we wanted to really improve the left hand side, which is the return on assets. Now, how do we go about doing this? As you can see on the very right hand side, these are not necessarily derived indicators. There may be further demarcations possible or further derivations possible, but a lot of it let us say for example inventory can be directly measured from what is visible in the shop floor or visible within the factory. So, what are the implications that we can think about when we are looking at such indicators for operation strategies? Let us say we were to consider sales or we were to consider the cost of goods sold. We would want to reduce our cost of input, we would want to reduce labor costs. If I were to consider my expenses, I would want to reduce advertising costs, I would want to reduce distribution costs. If I were to consider let us say taxes for example, I may make a choice of materials or locations which can provide me tax benefits right. So, I might want to locate my manufacturing facility let us say in an ACZ where I am going to get some benefits of taxes that are going to be on the lower side. If I were to consider let us say inventory, I would not want to have too much inventory. Remember inventory is required, receivables are required, cash and other current assets are required because they help us in day to day operations, but we do not want too much of it because then it would indicate that a large amount of investment is held up within the organization and not getting sold. It is not a very efficient way of functioning. And I would want to improve the speed of cash to cash cycles. In other words, how fast can I generate cash from my operations? I would want to increase the inventory turnover that is quickly move the inventory from my facility to the consumer sell the inventory. And if I were to consider the fixed assets, I would want to first of all improve my asset utilization. Let us say if I am having 4 or 5 equipment or machinery that are used for production, I would want that they are going to be utilized to the best extent possible because that would indicate that I am also generating a large amount of production which can be sold in the market. If the assets are very expensive and this is very common, I might actually choose to outsource. So, I might even think of getting rid of this entirely by going for outsourcing. As you can see here, all of these elements are looking at reducing cost, reducing inventory, reducing asset so on and so forth with the requirement or with the hope that we are going to improve the financial performance of the firm. Only the element let us say sales is something that we would want to increase as much as possible. So, if we were to increase sales, I would look at promotional strategies. I would want to promote the product more in the market place which would again figure in the advertising expenses that I am going to incur. So, we can see over here that these elements are actually going to be interrelated in some way or the other. So, the supply chain and operation strategy that needs to pick up that needs to be picked up has to keep in mind that there is an interaction between these elements. They are not independent of each other, working on one part is going to impact the other as well. So, in summary if we were to look at this interface between operations and finance, specifically focusing on return on assets, we can actually design a strategy with the understanding as to how it is going to impact the financial performance. Let us say for example, financial performance is return on assets. The higher is the profit margin, the higher is the asset turnover ratio, we can expect higher return on assets. But one of the main things that we need to keep in mind is that when we try to apply a strategy and let us say attempt to manage one lever, it could impact other levers as well within our system. So, this is the basic interface between operations and finance that we need to consider when we are going to choose or design any operations or supply chain strategy. Note that you know the return on assets is just one indicator, there could be several other indicators of interest with more nuanced implications for the operation strategy, let us say quick ratios on and so forth. And hence it always makes sense for us to not focus on just one indicator, but look at a variety of indicators and then make a decision as to what kind of strategy we need to pick up. So, we were looking at the interface between operations and finance and how this has implications for supply chain and operation strategy using an adaptation of the DuPont model. Let us see whether there are any examples that can help us understand this better. So, this is an example that I have picked up which is very relevant to what we see today with same day delivery, 10 minute delivery becoming very commonplace in e-commerce. When we have to carry out a lot of deliveries on a continuous basis, the cost of operations are going to be high because you are going to make several trips, you are going to make several deliveries. So, manpower is going to be used for delivering, for selling the product to the end customer. But what do we see as a problem? One of the issues that we observe particularly in India when it comes to the transportation sector is that a huge part of costs in logistics are accounted by transportation costs. Nearly 50 percent or more of logistics costs comes from transportation with the other costs coming through from warehousing and other activities. In fact, this is specifically the case because in India most of the transportation is via road, via truck, via other vehicles. And why this cost is such a large component of logistics cost is also because that most of the transportation cost is accounted by fuel cost, diesel cost, petrol cost so on and so forth. So, it is expensive to actually transfer or transport products in the Indian marketplace. A lot of activities have been taken up by the government in order to reduce these costs. For example, the PM Gatishakti you know initiative which has been taken up building up of infrastructure such as roads, rail so on and so forth in trying to reduce these costs to a large extent. However, the dependence on fuel cost is something which is more external to the infrastructure aspects in the country. So, what have companies now started looking at? One of the recent technological advancements that has happened is the electric vehicles and their use for transportation, particularly in last mile delivery. Electric vehicles can lower the cost of operations provided their energy source is not fueling. Which means when you are looking at operating the electric vehicle, it is going to be functioning with the help of a battery. And that battery is going to be charged through renewable energy sources for let us say solar energy so on and so forth. If it is not dependent on conventional fuel sources, electric vehicle cost of operation is actually much lesser than using your typical motorcycle which is fuel dependent. So, a lot of companies that we are seeing in last mile delivery let us say in the food sector, food delivery or in the grocery sector have started adopting the electric vehicles as they have the potential to lower the cost of operation and remember this is an important component for improving the return on assets. Similarly, another example that I have is the concept of asset light. In India, like I mentioned the cost of transportation are quite high, cost of logistics are quite high for an independent organization to pursue. So, what do they do? They outsource their operations to third party logistics providers and we have several third party logistics providers who have come up in the marketplace in the last decade or so. And these third party logistics providers themselves are functioning on asset light models in the sense they are also not necessarily owning their own vehicles for transportation. For example, they would also further outsource transportation to service providers who have vehicles whether it is for long distance travel, line hall or whether it is for last mile delivery. What the third party logistics provider would do is aggregate volumes of business from different clients and pass it on to the transportation service provider and gain the benefits through the economies of scale or the large volumes that he brings to the transportation service provider and pass these cost savings to the manufacturer or to other clients that he or she has. So, this is an example where we see that companies are actually trying to get rid of unnecessary assets within their system. Finally, the focus of our course which is on supply chain digitization, we are seeing a vast amount of adoption of digital transformation in operations, particularly in information processing we observe this quite a bit. A huge amount of time can be wasted gathering information pertaining to orders pertaining to quantity so on and so forth. A large part of this can actually be automated with the help of very simple tools and technologies. For example, the very purpose of emailing and e-commerce systems is to reduce any kind of manual interaction between companies or between individuals and through certain automation procedures we can actually even reduce any kind of manual interventions even in sending out emails. Emails can also be automated e-commerce systems can have proper order management systems in which a seller and a buyer can interact with each other and negotiate terms and conditions without too much of interaction. This has the potential to reduce unnecessary administrative expenses or documentation expenses that would be there. Another interesting strategy that a company would look at particularly let us say in e-commerce is trying to improve the inventory turnover by ensuring that there is huge amount of footfall of the client let us say the consumer on their website. So, you would have noticed this as someone who purchases online that the e-commerce website or the applications are always trying to improve the way in which navigation is carried out for the consumer. All with the intention that the consumer quickly makes selection of the products, makes the payment and leaves the website or goes on to purchase more products. By cleverly designing the website and the application the firm can actually ensure that the customer quickly purchases products. So, the sales goes up and by doing so the inventory is going to get moved out quickly from warehouses and fulfillment centers within the system. So, this improves the inventory turnover and reduces the presence of large amounts of inventory within the system. So, we can see here something as simple as a digital transformation can actually have far reaching implications on the cost incurred by the firm and hence can have implications for the financial performance of the firm as well. These are all very interesting examples that we are seeing and as I mentioned there could be many other financial metrics that can provide us a better understanding of operations. Thus when we are looking at choosing operating strategies or supply chain strategies we should not limit ourselves only to return on asset or a metric like return on asset, but also look at other metrics which could be of interest to us and there are several examples of this in place as well. So, thank you very much for this session. I hope you gain some kind of an understanding as to how operations and finance are actually linked and what are some of the relevant examples that we can pick up from industry as we see today and how they are trying to work towards designing operation strategies that can help showcase better financial performance. Better financial performance of the firm will attract investors and stakeholders who are interested in being shareholders in the firm and hence it is a very important endeavor for any firm to look at designing operating strategies that can help improve its financial performance as well. So, with this I end the session on the interface between operations and finance as a discussion of supply chain strategy or operations strategy. Thank you very much.


What's up guys? I'm Brian Sacawa. You're watching He Spoke Style and today we're talking about five fragrances that are perfect for this time of year. Alright, if you've ever seen any of the fragrance stuff I've done on the He Spoke Style website or previously on the channel, you know that I like to say that the final detail of any outfit is the fragrance that you wear. I think you should put the same amount of thought into the fragrance you choose as, say, the way you tie your tie or the way you fold your pocket square. Fragrance is like this intangible thing that can be mysterious and intriguing and it has this ability to sort of take you from like this level up to this level. Now a couple weeks ago I did a holiday party lookbook. We have a New Year's Eve lookbook coming up soon and I was thinking about some of the fragrances that I would pair with these looks and that's what we're going to be talking about today. Enough talking, let's get right to it. First up is an all-time classic. This is of course Ralph Lauren Polo Green. There's so many different polo colognes, blue, red, black, sport, rush, intense, whatever. None of them in my opinion even come close to the classic Polo Green. Just so you know, I'm not a fragrance expert or a fragrance geek, I consider myself more of a fragrance enthusiast. I know what I like and how it makes me feel but sometimes it's kind of hard for me to place a particular note or aspect of the fragrance so please bear with me as we go through describing each of these colognes. So with Polo Green you're definitely getting a hit of pine and fir and leather and tobacco. It's very earthy and woody and overall just an extremely masculine scent but not masculine and like overpowering but just very old-school classic elegant man. Next is a new one by Tom Ford. This is called Ombre Leather. I have several Tom Ford scents and smelling this one I can tell you that it is unmistakably Tom Ford. What do I mean by that? What I mean is that this just smells very very sexy. That's what I'm talking about. There's like this intangible thing and a distinct feature of many Tom Ford fragrances is that kind of smell. The leather note in this one is extremely prominent. If you had to sort of categorize a fragrance in like a low frequency mid-range and high frequency this one would slot in as about a mid-range though there are some kind of like higher notes to it as well. This is actually a very powerful fragrance in the siage or staying power is very strong. If you put this on it will easily last throughout the day and into the night so no need to reapply. All right next is Original Santal by Creed. Now with a name like Original Santal you would think that you would get an overwhelming note of sandalwood but the sandalwood in this fragrance is very very subtle. I'm a big fan of Creed fragrances and this is a really really good one and like a lot of Creed fragrances I'm thinking of Royal Oud in particular you don't get that overwhelming burst of what you would think and there are some mildly sweeter notes to it which I think is again is very typical of Creed. On my skin as it dries down I get a little bit more of the woodiness. Siage is decent this is a very good casual every day no nonsense fragrance but it does have that elegance about it that I think you find throughout the Creed line that makes it also very appropriate for some kind of special occasion. All right this is Nanban by Arquist. This is a super super special fragrance and one of my absolute all-time favorites. One thing I really love about Arquist as a brand is that they really understand how evocative a fragrance can be and that is reflected in the descriptions of each fragrance in their lines so I'm just going to read to you the description of Nanban straight from the Arquist website. January 1618 a Japanese galleon the Pacific Ocean following a diplomatic mission to the west a galleon carrying a delegation of samurai charges through the dark ocean currents loaded with a rare and precious cargo the ship's hull is redolent of sweet smelling tropical woods heady Spanish leather frankincense fine black pepper and other exotic ground spices the intoxicating spirit of a singular extraordinary voyage of discovery I mean that is all you need to know about this fragrance I think just by listening to that you can already smell it Nanban is an absolute powerhouse it is strong it has amazing projection it's very unique you know you don't smell this very often and you will definitely stand out in a good way if you are wearing it lastly we have here pen halligan sartorial perfect name for menswear guys and that is on purpose this fragrance is supposed to evoke the feeling and smells of an old-time tailor shop or bespoke atelier this fragrance is based on a classic fougere a fougere will have notes of oak moss tonka bean and lavender this is a modern take on that it does have some woody notes to it a little bit of spice some musk very subtle leather there's sort of like a vanilla-ish scent but it's very much in the background not overpowering or cloying this to me just smells very sophisticated and and hey with a name like sartorial I feel like it's a very good match for guys like you and me who like to dress well all right I will put links to all of these fragrances down below in the description leave your comments below if you know any of these fragrances or have questions about them also if you have any other recommendations leave those too thumbs up if you like this video hit that subscribe button and until next time thanks for watching and stay tailored