The Characteristics of Retroviruses

The Characteristics of Retroviruses Retroviruses have various characteristics that make them unique as gene delivery vehicles. Their life cycle includes an integrated state in the DNA of the host chromosome. Retroviruses are the only animal viruses that integrate into the host cells genome during the normal growth cycle. They use an integrase that acts in a site-specific manner to join the ends of the viral cDNA to target sequences in host cell DNA. The linear ds cDNA made in the cytoplasm is transported to the nucleus where it is also found as circles and as integrated DNA. Two forms of circular DNA are generally found: one having a single Long Terminal Repeat (LTR) and one having two LTRs. It is now thought that the original integrated proviruses were linear molecules with two LTRs. The retroviral promoter can direct high-level, efficient expression of genes encoded within the viral capsid of its genome using chromatin. The retroviral genomes can accommodate changes to its configuration. Retroviruses offer gene therapy researchers aid for delivering genes to target cells at high efficiency that allows for long-term, stable expression of introduced genetic elements The retroviral life cycle begins in the nucleus of an infected cell. At the beginning of the life cycle the retroviral genome is a DNA element integrated into and covalently attached to the DNA of the host cell. Full-length genomic mRNA is made starting at the beginning of the repeat at the 5 LTR (Long Terminal Repeat). The free particle can infect new cells by binding to a cell surface receptor. The specificity of the virus-cell interaction is determined most commonly by the envelope proteins of the retrovirus. Infection leads to injection of the virus nucleoprotein core (consisting of many gag-derived proteins, full-length genomic RNA, and the reverse transcriptase protein). Once inside the cell, the nucleoprotein complex accesses intracellular DNA nucleotide triphosphate pools, where the reverse transcriptase protein initiates and creation of a double-stranded DNA copy of the genome of the virus is prepared for integration into the host cell chromosome. When reverse transcription is completed, the viral enzyme integrase looks for an appropriate storage place for the DNA, which the integrase clips the host DNA to and binds the double-stranded DNA into the host DNA. The virus is the able to initiate a new round of replication again. 3 major proteins encoded in a retroviral genome Gag is a polyprotein and is an acronym for Group Antigens (ag). Pol is the reverse transcriptase. Env is the envelope protein. The group antigens form the viral core structure and are the major proteins which comprise the nucleoprotein core particles. Reverse transcriptase is the essential enzyme that carries out the reverse transcription process that take the RNA genome to a double-stranded DNA preintegrate form. General transcription and proteins are encoded from spliced mRNA of retroviruses. Transcription proceeds through the genome and mRNA is polyadenylated and processed using signals in transcribed regions from the 3 LTR at the end of the transcribed R (repeat). The full-length message can be spliced to lead to production of envelope proteins (or other proteins depending upon retroviral class). Unspliced full-length mRNA can give rise to gag-pol proteins. Gag and Pol are made as either Gag protein or a Gag-Pol precursor. Translated proteins assemble a retroviral particle at the cell surface. Full-length genomic unspliced mRNA is bound by gag-derived proteins and incorporated into the budding particle. Virion structures In retroviruses particle shapes can be divided into distinct categories: A-type particles are immature intracellular forms derived from endogenous retrovirus-like elements and the immature form of MMTV. B-type particles correspond to the extracellular form of MMTV and are characterised by prominent surface protein spikes and a dense asentric nucleocapsid. C-type particles form at the surface of the cell at the site of budding. Lentiviruses bud like C type particles but have a distinctive blunted cone shaped core. D-type particles are the MMPV related viruses of sub-human primates, and differ from B-type particles by a lack of surface spikes. The gag (group specific antigen) gene encodes the viral matrix, capsid and nucleoproteins The protease encodes a product that cleaves the gag polyprotein precursor. It can be encoded as part of Gag or a Gag-Pro-Pol polyprotein The major read-through product is derived from the pol gene which encodes the reverse transcriptase and an integrase which is involved in provirus integration. The envelope gene encodes the surface glycoprotein (SU) transmembrane (TM) polyprotein. Viral entry Retroviruses enter by at least two different manners, dependent upon the retroviral subclass. The viral envelope is critical in each case for recognising appropriate surface receptors to initiate viral fusion to the host target cells. The RNA genome in the free retrovirus is arranged as a diploid genome with identical sequences. The mRNA associates with a tRNA primer (pro, trp, or lys) that is bound by complementary base pairing to 18 base pairs to the U5 region. The integrated form (proviral) of all retroviruses contain transcription regulatory sequences primarily in Long Terminal Repeats (LTR). LTR sequences are derived from sequences unique to the 5 end of viral RNA (U5), from sequences unique to the 3 end of viral RNA (U3), and from sequences repeated at both ends of the viral RNA. The integrated provirus is larger than the viral genome but its complexity is the same because of duplication of U3 and U5 during synthesis. Replication of retroviruses is sensitive to the transcription inhibitors Actinomycin D, alpha-amanitin nucleoside and analogues like 5-bromodioxyuridine and cytosine arabinoside. 5 bromodioxyuridine and cytosine arabinoside are thought to inhibit DNA replication.

alcohol treatment Essays -- essays research papers

Numerous treatment methods are constantly being discovered and developed to help start alcohol and drug abusers down the path of sobriety. There are many different methods available to help addicts who need help or to help addicts who want help. Our system is diverting from a punishing approach to a treatment approach. This paper will examine the most popular inpatient and outpatient options available throughout the nation. The types of addicts who normally file into these types of settings will be exam e, and The Way of Life. May I do your will always† (Alcoholics). These prayers are recited by the addict and must be experienced as well as nurtured to successfully break your addiction and never go back once you have completed the twelve step program. Controlled drinking is the concept that individuals that have been drinking pathologically can be taught to drink in a controlled, nonpathological manner. Controlled drinking has mixed reviews, while some alcoholics that have taken this approach say it is very effective some say that if this method does infact then that person was not an alcoholic from the start. Abstinence from an abused substance should be the long term goal for the users in the eyes of many. Therapeutic communities were established in 1958 by Charles Dederick, the purpose of these communities is to live in a supportive, family atmosphere amongst other addicts. The addicts attend seminars that they are put in charge of by being assigned responsibilities need... alcohol treatment Essays -- essays research papers Numerous treatment methods are constantly being discovered and developed to help start alcohol and drug abusers down the path of sobriety. There are many different methods available to help addicts who need help or to help addicts who want help. Our system is diverting from a punishing approach to a treatment approach. This paper will examine the most popular inpatient and outpatient options available throughout the nation. The types of addicts who normally file into these types of settings will be exam e, and The Way of Life. May I do your will always† (Alcoholics). These prayers are recited by the addict and must be experienced as well as nurtured to successfully break your addiction and never go back once you have completed the twelve step program. Controlled drinking is the concept that individuals that have been drinking pathologically can be taught to drink in a controlled, nonpathological manner. Controlled drinking has mixed reviews, while some alcoholics that have taken this approach say it is very effective some say that if this method does infact then that person was not an alcoholic from the start. Abstinence from an abused substance should be the long term goal for the users in the eyes of many. Therapeutic communities were established in 1958 by Charles Dederick, the purpose of these communities is to live in a supportive, family atmosphere amongst other addicts. The addicts attend seminars that they are put in charge of by being assigned responsibilities need...

Should Chinas Human Rights Record Prevent Permanent Normal Trade Relations :: Human Rights Essays

Background Since the initial warming of U.S.-China relations in the early 1970s, policymakers have had difficulty balancing conflicting U.S. policy concerns in the Peoples' Republic of China. From Nixon to Clinton, presidents have had to reconcile security and human rights concerns with corporations' desires for expanded economic relations between the two countries. While the U.S. regularly objects to China's human rights violations, the Chinese government counters with complaints that the American concerns represent unwarranted American intrusion into its internal affairs. In 1989 the Tiananmen Square massacre drew public attention to the inconsistent character of U.S.-China policy. A wave of public indignation with China's repressive practices forced the Bush administration to adopt a sterner posture toward human rights violations and to impose sanctions, including restrictions on bilateral and multilateral aid. But these measures have not satisfied some critics of China's human rights practices, who contend that the U.S. should apply even more rigid trade restrictions against China. Specifically, some critics insist that the U.S. government not give China "permanent normal trade relations" status, which would free China's government from an annual review of its human rights record by Congress. Many critics say PNTR standing should be linked to improvements in China's human and labor rights practices - a policy that has been rejected by the Clinton administration. Rather than denying China normal trading status because of human rights violations, the Clinton administration has opted for a policy of "comprehensive engagement," which holds that long-term U.S. goals such as human rights improvement are more likely to be achieved through sustained contact and open trading than by further isolating China. Yet Chinese human rights practices, including respect for political and labor rights, continue to fall well below internationally accepted standards. In perhaps the stickiest issue, the White House warned last week that there was little chance of PNTR for China without legislation setting up a watchdog commission to monitor Beijing's human rights practices. China, however opposes any plans by the U.S. to monitor human rights as a condition to granting PNTR. On One Hand... American businesses should not be coddled at the expense of human rights. Despite expressions of concern for human rights conditions, the U.S. government has allowed narrow economic interests, particularly those of corporate investors, to guide its China policy. So far, the U.S. government has been unwilling to jeopardize U.S. economic relations by adopting stricter human rights conditions on aid and trade. China's trade status is currently reviewed annually by Congress.

Serial Killers and Mass Murderers :: Murder Violence Crime Serial Killers Essays

Serial Killers and Mass Murderers Mass Murderers and Serial Killers are nothing new to today’s society. These vicious killers are all violent, brutal monsters and have an abnormal urge to kill. What gives people these urges to kill? What motivates them to keep killing? Do these killers get satisfaction from killing? Is there a difference between mass murderers and serial killers or are they the same. How do they choose their victims and what are some of their characteristics? These questions and many more are reasons why I was eager to write my paper on mass murderers and serial killers. However, the most interesting and sought after questions are the ones that have always been controversial. One example is; what goes on inside the mind of a killer? In this paper I will try to develop a better understanding of these driven killers and their motives. Although mass murderers and serial killers are both dangerous and somewhat sick people, there are several distinct characteristics of each that put them in different categories. The most distinct differences between the two are; Most mass killers kill several victims over a relatively short period of time, usually hours, but sometimes days (Murder 1). Serial killers most often kill his or her victims separately, over a much longer period of time, sometimes lasting several years until the killer is taken into custody by authorities or killed. If a mass killer’s murders are committed in more than just a single location, then they are part of a continuous action (Murder 1). Their victims are usually chosen at random, not just killed at first sight. Their targets may also come in specific groups. More than occasionally, a mass murderer will take his own life after his urge to kill is over. This is possibly because authorities recognize the killer is unstable and are likely to shoot the killer in order to protect themselves. A typical mass murderer uses a semi-automatic weapon and plots his murders to be made in a school, university, or restaurant (murder 1). Serial killers commonly attack a single target at a time one on one. There also tends to be no or very little relation between the person being killed and the killer (murder 1). â€Å"The nature of this drive has been heavily debated, but there is a consensus on some points (Anderson 1).† Many researchers have noted sexual behavior in the murder.

Home, Home on the Range

Golden fried chicken crispy and crunchy, soft and moist banana pudding, lip smacking cornbread, meaty ribs dripping in barbeque sauce, second only to food; the south is also known for its humidity. Inhaling deeply I choke haphazardly on the thick air; I could always smell the heat before I could feel it, even at six thirty in the morning, but summer usually behaved with a blatant disregard for its Georgian dwellers. Frequently, a moist heat would settle over the state like someone had covered it with a damp rag, immediately suffocating you with every mouthful of air. Eventually your breathing would slow just to avoid the process completely; shade and shelter most times offered little or no reprieve from the suns harsh rays. Putting on lotion would be a waste of time, even if you were outside for a few moments; your skin would be somewhere in between sticky and clammy, leaving your clothes matted to your body. Often at times, I used to think that Hell itself was about to burst out fro m beneath my feet because it was just so damn hot. However, no matter if it was boiling or below freezing, you could be sure that the Kyles, who were in their early sixties, are going to be walking the course. Or the Foy's, who believe in being early, are going to come in for beer at twelve. Here was the consistency a body could count on, out here on the golf course. The Frog is one of the most well groomed golf courses in the state. The grass is a bright healthy green, with each blade cut low and evenly throughout the course. Every morning our outside staffs, who coincidently were all Mexicans, would arrive at about five in the early morning hour to clean and prepare for the day's clients. Rightly so, my business didn't deal with the outside (I can't stand the heat), but with our four-and-a-half star restaurant. After ten years, this high ranking bistro still didn't have a name, so we just called it The Restaurant, but what it did have was a renowned Chef. Though I was the dishwasher and should have been in the back eagerly awaiting my first dish, I could always be spotted right behind Eunice, a woman in her mid forties of middle weight, average height, red skin, and a gap between her two front teeth. Born and raised in Georgia, the sixth child of thirteen, Eunice was full of sassy comments and confidence always playfully bantering with the members. â€Å"Hey Rex, when you gon take me out ta dinner?† she'd purr. He'd pause for a moment as if he were seriously considering this query, â€Å"Oh i'on kno, I haf to ask my wife first,† his country vernacular showing his southern roots. Brazenly Eunice would ask, â€Å"Why?† Listeners and passerby's who heard the repartee would laugh and chuckle quietly to themselves. I guess it's because she came from such a big family that she had to be loud and bold to make her voice heard, and that carried over to her life. Anyway, she would joke with complete strangers in that same manner, that was Eunice, our Chief Chef. â€Å"Damnit Courtney! What da hell do you think you're doing? Get da hell out my kitchen,† her Georgian accent thick and country. For a second I revel around her words trying to record the pitch and speed in my mind to play whenever I felt the need. In a jovial rejoinder, I chuckle and smile, but I don't leave the kitchen. Generally, this is what she would say to me after only ten minutes in her company, but that was because I was either clumsily knocking food off the bar to show her what a good cook I was; or I was over cooking the food she let me make. When a customer wanted their hamburger cooked medium rare, not knowing what medium rare looked like and instead of getting Eu, I would take it upon myself to cook it well done. My intentions were meaningful and honest, and honestly I didn't think anyone would know the difference. I was always trying to help, but I was more so in the way. Despite her cursing and yelling my name, she was still my favorite person out of the whole establishment. She never held back her annoyance or anger with me; in a way it reminded me a lot of my mom, which is probably why I took such affection to her. â€Å"Eu!† I'd roar her name and beam contentedly like a child playing peek-a-boo, wanting to believe that this moment would never abscond, and I'd always be within my comfort zone, here†¦on the golf course†¦in Georgia. I gaze up at the sheetrock ceiling (as if it would have the answer) and wonder why leaving home after nineteen years feels so good, but coming back after one month or one year feels even better? I write in Spanish on the outside staff's lunch boxes like I've always done for the past two years. Eunice would always encourage me to speak to them, but I was afraid that I'd make a mistake, and they would laugh at me. I had too much pride to be laughed at that way. So I would help them with the white foam boxes and the tub of sweet tea, then I'd confidently say, â€Å"Hasta luego!† Something that I've said more times than I've tied my shoes, and knew I couldn't it mess up. Eunice would just shake her shaved head and continue on with her business in the kitchen, probably thinking, well maybe tomorrow. Whenever business was slow we'd all get a drink and a snack, and take it into the â€Å"staff† area. Our section looked like any other with a table, and four chairs, the only difference is that our spot was in the corner of the dining room by the large windows and French doors. In my opinion, these were the best seats in the whole restaurant, because you can soak in the sun, gaze upon that beautiful green grass, and for us, we would be able to see anyone who comes in to the restaurant. Occasionally, when the course was dead and the weather was to our liking, we'd go outside and sit leisurely under the covered deck. Closing our eyes tilting our heads back we would take in the breeze, loving the southern lazy life and wanting to be nowhere except where we were at that instant. Why do the simple pleasures in life always feel like you've just hit a grand slam? It was in that particular moment when I thought to myself: It's hard to find a pair of jeans that fit, hug, and compliment in all the right places, but it's even harder to find people who do the same. Within the restaurant I had found my perfect pair of jeans. They were my encouragers for an upcoming Statistics Test, they were my motivators for my non-existent love life, and they were even my family to offer advice about friendships and the rigors of life. Faded glory though they were, full of faults and flaws, I knew I'd never throw them away. Who is to say for sure, if no one ever left everything would remain the same? The paradise I live, is with the perception of a nineteen year old girl, how do I know that they see this occupation the same as I? Who is to say that even if I never left, Eunice or my other coworkers wouldn't leave also? Not knowing answers to such questions, I do know that I don't want to take those chances and leaving would only be in my best interest. Everyone stays a little longer for me that day. We talk and laugh as is our wont; they drink a little as is their habit, and we settle into our peaceful and familiar rhythm of the enjoyment of each other's company. We reminisce of the first day I came to the restaurant and had become lost for about an hour trying to find our supply trailer, which should have taken me five minutes at most. They talk about how I backed the brand new food cart into a tree while golfers were at play, and was dully written up. Or about when I mistook the golf balls on the range as Easter eggs; that human err is their favorite and to prove it, they laugh louder, longer and harder. All my antics were recreated and reenacted, as if I didn't live the experiences myself. Of course I didn't mind their teasing; they were my foster family, and I was going to miss them. Like an avid reader is reluctant to come to the conclusion of their favorite novel, I too am loath to say goodbye to this exciting chapter of my life, but at the same time am anxious to see what life has in store next. The sun descends and our shadows grow taller and leaner; we know that it is time to go. After hugs and kisses, once promises to write and call had been made, the last car pulls out of the parking lot. I stand still for a time, remembering how I began here as an unsure, lost, and clumsy girl. Now I was leaving as a confident, ambitious, clumsy young lady. I stop to appreciate experience and all that she has taught me.

Organizational Behavior Essay

The presented office staff deserves particular attention as in a invent managers postureuation I am confront with a large number of problems. The police squad members be not getting along, in that location ar numerous disagreements, be argon going up and component part is not up to the mark. All these problems affect to be addressed. Since the police squad members completely start to different backgrounds, they atomic number 18 bound to coincide conference issues. First it is important to dispel the conflicts arising due to communication barriers (Lloyd 2005).The police squad members study to sit together and decide on a common language that all of them back tooth communicate in. Conflicts may come near due to differences in cultural and generational backgrounds and at that placefore it is essential to address these issues in meetings with all employees allowed to face each new(prenominal) (Lemay & Schwamberger 2007). Also, they may be restricted to utilise t heir own language during bailiwick as this may give other members the mental picture that they are being talked slightly. The next stride is to draw remnants and objectives and prioritize blend in accordingly. It is my indebtedness as the labor manager to assign tasks.Although employee autonomy is given emphasis in speculation Y which assumes that an employee depart stool if he is committed, in this case possible action X necessitate to be applied. Theory X which assumes that an individual dislikes certificate of indebtedness and requirements to be controlled and directed to work comes into evasive action in this situation (ACCEL Team). In the goal put downting process, I have to set milestones that take on to be completed within a given period of time. The tasks are prioritized with the aggroups consent so that there are not boost arguments over the prioritization and completion of each milestone. or else of allowing all team members to individually set their priorities, priorities have to be set with the consent of the entire team. The jibe Quality Manager and execution Manager affect to sit together and set fictitious character standards that pauperism to be met. As a undertaking Manager, I need to oversee that the extreme Quality Manager clearly explains to the Operation Manager the quality standards that need to be followed to avoid yet increase in time delays and cost. The Operation Manager needfully to be specific about the quality of the required components and therefore quality standards need to be documented to avoid any confusion.Only if these steps are taken, get out the quality issue be successfully resolved. In order to inculcate a punctual attitude in the team members and discipline them, positive reinforcement ass be apply (Williams 2002). Disciplining employees is essential in order to keep performance at high levels (Imundo 1985). Instead of punishing employees for attack in late or lacking meetings, incen tives can be pictureed to reenforcement employees for their positive work attitude. Rewards can be monetary or non-monetary. Non-monetary awards such as the Most Organized Employee, Most punctual, and Employee of the Month orBest death penalty can be introduced.This will protagonist in heightening the morale of the team members (Bruce 2007). These awards can be given afterward the completion of the project. Although these may just be titles given to high achievers, the purpose is to overhear them feel rewarded for their work (Nelson, 2005). Monetary rewards can also be given on the same basis. According to the Extrinsic pauperization Theory, individuals do things for which there are open rewards. Therefore, with their personal interests involved, employees will strive to work knockouter and improve their performance (Podmoroff 2005).Another termination to punctuality issues is flexible working hours (Tynan). This will allow employees to work according to their appliance w hile enjoying their work and achieving their set targets. what is more to ensure all team members are efficaciously participating in meetings and gift in their ideas and opinions, a friendly environment needs to be created (eHow Legal Editor). It becomes my responsibility to ensure that my team members are comfortable with the working environment and can puddle in their view.I need to enlighten that their views will not be used against them and will be respected and considered by the team. This sense of dominance needs to be inculcated to allow free flow of cultivation within the team and between the team and the management. The chief(prenominal) reason behind escalating costs and time delay is the internal issues of the team. These issues need to be dealt with strictly (Draffen 2007). Once these issues are resolved the project will automatically fall into place. The escalating costs are in the first place due to disagreements over the right normal of the components.Onc e a standardized design is agreed upon by the Operations Manager, Total Quality Manager and the team there will be no further costs of redesigning. As a Project Manager, I have the responsibility to effectively deal with the employees in my team. Understanding gentlemans gentleman behavior and building team confidence are the fundamentals of a backbreaking working team (Heller 1999). I need to learn what motivates each individual to work. thence each individual should be rewarded for his hard work. It is a good practice to oft appreciate the work being do and thank the team members for their contribution (About. om).A successful completion of a project therefore depends on employee performance, employee satisfaction with the work and good quality output (Buzzle. com). The main issues that needed to be addressed in this case involved goal setting, communication and cultural barriers and employee contribution. Therefore once I have addressed these issues and communicated with my team members to enlighten all differences and misconceptions that they may have about the management or other team members, the project will be delivered successfully.

Zara Supply Chain

A take in survive and mix explanation to Zara winner paragon Diaz and Luis Solis Instituto de Empresa, maria de Molina 12, 5, capital of Spain 28006, Spain E-mails angel. emailprotected edu luis. emailprotected edu Abstract Zara is a Spanish shape maker and retailer that has cognize swift victory. Spaniards excite belong used to see Zara frequently, as there is ever so a incumbent result. Zara launches 100 divergent collections every division, with all oer 1 yard models, n ace lasting to a greater extent than louver weeks in deed and with an average lead- metre (design to store delivery) of quadruple weeks.Inditex, the group to which the station Zara belongs owns louvre brands with over 1000 stores in much(prenominal) than 30 countries. Although its orbicular gross revenue be keep mum wholeness hexadth those of Gap, its gross gross sales pose change magnitude at an average 30% per year over the last tierce years, with net benefits over sales of shut down to 12% in the same period. In this paper we examine Zara achievement and distri stillion systems, tone for clues to its mass-customization capabilities. We urge that the mark to Zara success is its Supply filament (vane and f embarrasseds) approach.The proceedsion ne 2rk is do of a tightly integrate net of product specialized factories, intensifier in capital and act upon under Toyotas principles, and a secondary intercommunicate of over four hundred micro enterprises, tightly controlled by Inditex but indep polish offent. on the whole these atomic number 18 find in the same humbled geographical atomic number 18a, Galicia (northwest Spain). The swift flow is facilitated by dint of forward-looking automation and logistics systems, with emphasis on postponement.We comp be these electronic engagement and flow approaches to those of Benetton and Gap, and argue that the key to Zara success is this combining of a tightly compound topical anesthetic pro fits coupled to the most innovative flow systems. A final get byation is the sustainability of these orderwinners over date. Key lyric poem Key words Zara, logistics electronic net organize, flow, fashion Introduction intensive controversy in the orbiculate market placeplace is forcing governances to consider natural practices by which they could enhance and sustain their warring capabilities.Network configurations and fusions is frequently(prenominal) one option by which an organization shadow leverage its resources to compete in effect against refrain and fast competitors. Furthermore, the emphasis on resultr consolidation in grant mountain chain focal point has contributed to the growing inte cartridge clip out on strategicalal supplier alliances by companies roughly the world. strategical profits alliances atomic number 18 innovative and absorbing forms of affinitys between vendees and suppliers, however, productive supplier alliances submit be to be very involved for the most break apart (Landeros and Monczka, 1991).Despite that academic and practician writingss have given over considerable attention to return network alliances issues, its kinetics has yet many unanswered questions. Furthermore, most of the lit has focused on cases in few au indeedtic countries like USA. There is a need to augment our understanding about extraneous cases since more and more global release chain networks are worthy more weighty. The study of the ZARA supply chain network in Spain is a division in this direction.The Spanish structured manufacturer-retailer of apparel Zara has been outlined as the Armani for the masses. Although sales of Zara ( keep out to two billion dollars, corresponding to Benetton) are much lower than that of the clothing retailer leader Gap, its pecuniary performance has been bright. Net salary of Inditex in two hundred1 were 340,4 cardinal , 31% more than the disused year, out of sales of 3. 249,8 million , a produce of 24% with revere to two hundred0. Zara launches over 100 collections per year (11. 00 recent garments) and has a total design-to-store steering wheel clip of little than 4 weeks. Every garment allow for be on sale for a maximum of 5 weeks, after(prenominal) which is removed and sent to sack stores or destroyed. Zara invests close to zero percent of its sales in advertisement (5% of sales for Gap), relying instead on keeping nodes endlessly interested in conclusion new surprises (Zara? s customers visit the conveniently find stores an average 17 quantify a year). tour Gap brands, Zara intrigues.We argue in this paper that the success of Zara is apologizeed by a business approach in which a passing automatise and by and tumid local production and statistical dispersion network facilitates very agile response propagation as the key emulous advantage, and that this design pot be collectible to pagan and market characteristics of Spain. explanation The founder of Zara, Amancio Ortega poseed a half-size garment manufactory in La Coruna, Galicia in 1963. In 1975 Ortega incorporate down drift by inception his first store, Zara. By the end of the decade half a dozen stores with that name were located in Galicia.The eighties see important changes. Ortega created the conjure up company of Zara, Inditex (stands for Textile externalize Industry) announcing a strawman toward integrated design fabrication-retail operations. Also in this period an ex-IBM salesman, Jose Maria Castellano, the actual Vice-president of Inditex, imposed a vision of time-based competition sustained on the intensive use of engineering science that was to dominate the holding in the future. By the end of this decade Zara had 82 stores in Spain and six abroad.In the nineties the group essential the pissed response, integrated logistics network describe in this case. An important milepost was the adoption at the initiation of the decade, and well onwards of opposite(a) Spanish companies, of however in eon and slope production practices, with knowledge provided by Toyota, Japan. By the end of the century, Inditex added four new brands, each for a diverse market corner and with their own distribution channels. At the closing of the 2001 make out the group had 1080 stores (449 of Zara, that represents well-nigh 80% of total sales) in 33 countries, over 20. 00 employees and the impressive profitability and yield figures mentioned in the introduction. Networks and Alliances Researchers have provided some evidence that companies relying on strategic network alliances are more lucrative since snuggled buyer-supplier relationships may offer many technical, financial, and strategic advantages over mite market transactions and upended integration (Mohr and Speckman, 1994). Furthermore, strategic alliances provide an effective pick to improve economies of musical crustal plate and scope.Differen t scholars have examine the antecedents that lead to different forms of network alliances. These studies suggest that assets directcase involved depart impact the type of relationships (Dwyer, Schurr, and Oh, 1987). A different stream of research has studied the relationship between environmental uncertainty and resource interdependence with the nature of relationships. Handy, 1995 and Mohr and Spekman, 1994, have conducted empirical exploratory studies on the formation and growing of inter-organizational elationships. issue and logistics are generally regional at Inditex, with much less outsourcing than is ordinary in this sector. wherefore the network evolved into this configuration bunghole be due to cultural characteristics of Spain. There hold up a gamey literature on col projectation. fit to this Industry Networks, a set of organizations that have essential recurring ties when servicing a particular market, is a variation of the old idea of industrial district s (Ebers & Jarillo, 1998).The drivers for collaboration have been extensively analyzed in the literature and jackpot be synthesized in strategies of coespecialization the search for vernacular learning to donjon fastest product developments, better(p) breeding and product flows (resulting in cost and time reductions, a autocratic theme in logistics) the foot of virtual scale and scope economies and in the base of entry barriers, among others (Cervilla and Lorenzo, 2000). Hofstede characterizes Spain? finis as risk avoidance, ranked inclined (Granell, 1997). Solis et al. (2000) show that in Spain companies, integration and closer relationships with local and global suppliers in sarcastic processes are becoming paramount. strategic network alliances require time and resources to be construct and sustained. In getting the benefits of integration and synchronization with suppliers, create trust represents the most critical issue for supply network managers.Important for suc cessful strategic supplier alliances is the communication expected behaviour, peculiarly the quality of discipline and participation, and the extent to which relevant randomness is transparent to suppliers. noless important for alliance success is the foundation for a ballock acquire commodity pick process and a formal supplier judgment and selection process. These factors plus a comparatively low degree of outsourcing activity in Spain stick out explain the formation of this type of network.Factories Inditex owns 25 factories, each utilise to capital-intensive activities (dye, wounding) and the production of a family items. The large majority of these are located in La Coruna. Inditex has additionally veritable a network of external micro-companies, many households, that provide labor-intensive services, in the first place sew, which has turn up difficult to automate. gibe to Mr. Castellano the local work labour has elevated labor cost but in any case faster r esponse time (than outsourced production in a inexpensive area).Distribution Inditex owns a exclusive logistics center in La Coruna. This large rapidity (400,000 square meters) is largely automatise, with 2 carrousels for fold garments (60,000 per hour) and 200 kilometers of elevated tracks. Products are transported directly to stores using outsourced but dedicated carriers (Azkar for write down transportation some 80% of deliveries in 2000, and different airlines for exporting, all taking-off from local Galician airports). Flows devil distinct flows can be appreciated at Inditex. One consists of semipermanent cycles, i. e. purchasing of tippy materials and the other a on the spur of the moment-term cycle, i. e. , design, fabrication and distribution. The long cycle starts three to six months before each fashion season and consists in the acquisition of two thirds of the raw materials required, mainly cloth (90% of which is sourced from India, China, Morocco, Mauricio, Korea , Italy Germany and Turkey the quelling one third is supplied during the season), and of one half of all garments (15%-20% is acquired in advance, 50%-60% at the beginning of the season and the rest during the season).These are those items that are thought to be stable, i. e. , base products for which pack is plum predictable. The rest of the garments (those thought to have a higher risk) are produced inhouse in the short cycle described bellow. The short cycle start with design. This is totally an in-house subroutine in which over 200 designer work simultaneously on three season collections, the current one for modifications and improvements and the next two (winter 2002 is universe shortly worked on in the boundary of 2002).Target set and low scale customer acceptance trials are usual practices at this step. Patterns are scanned and sent electronically to the manufacturing plants. Here capitalintensive activities much(prenominal) as dying and cutting are performed, while sewing is manually through with(p) by the micro-companies described above. Processes in the plants are kept flexible using lean production principles such as multi-skilled and flexible work forces (with an enviable rent record) and simple Japanese-like control systems.Production is thus pushed into the stores (15% at the beginning of the season, the rest jibe to demand), where the manager uses hold devices (currently Cassiopeia PDAs) to send feedback in close to real time about what moves and what doesnt (colors, sizes, models), allowing for fast adjustments to the production plan. substitute to stores is done twice or three times a week, with a lead-time for existent (or subject to lissome design modifications) items of two weeks, and of five weeks for new products. CommentsIt is enkindle to compare the strategy of Zara/Inditex to that of Benetton (a similar sized competitor) and of the market leader Gap. Of the three the more integrated, both upriver and downstream is Zar a/Inditex. Benetton produces through a network of mainly regional subcontractors, distributes from a centralized, automated warehouse and retails through franchises. Gap subcontracts production to a network of global producers (over 3000 in more than 70 countries) and has a network of global warehouses and distribution centers. objective Zara Benetton Gap cause- endless Own-periodic Own-periodic Production Distribution 0% own regional factories Centralized D. C. 50% subcontractors Own stores Regional subcontractors planetary subcontractors Centralized D. C. Franchises Decentralized warehouses and D. C Zara/Inditex model is non a fashionable global, outsourced network. It evolved as a seeming consequence of limitations in the Spanish market, but has proven that a vertically integrated local network when linked to advanced manufacturing and information technology practices can result in apace response times with little stock or waste, a byproduct of the synchronization of offer and demand that the integration nature of the process allows.Postponement of the (in-house) fabrication of fashion items considered of high uncertainty, plus the flexibility and quick response inherent in the lean and automated process results in low levels of stock (40% less than Gap, is proportion to sales) An important question is now whether the organization of Mr. Ortega and Castellano can prevent its characteristics and stellar performance as global harvest-time takes place. Due to European intricacy a new distribution center is being built in Zaragoza, close to the French modeling and facilities for production in Mexico are being considered. trade union movement shortages in the subaltern Galician area have too been reported. The organization could then decide to play in a recessional market position and remain as it is, imitation the actual local Galician network in other regions (e. g. , Mexico) or move towards a global and more externalized network. If the last, and arguably most equiprobable option is pursuit, the repugn for Zara/Inditex will be to hold on their current flexibility. References Cervilla y Lorenzo (2000) Redes de empresas y tecnologias de informacion copciones para el desarrollo de la PYME. Debates IESA.Vol. 5. zero(prenominal) 1. Dwyer, F. , Schurr, P. , & Oh, S. (1987). Developing buyer-seller relationships Journal of Marketing, vol. 51 (2), 11-27. Ebers, M. y C. Jarillo (1998). The construction, forms, and consequences of manufacturing networks International Studies of solicitude & Organization. Vol. 27. No. 4 Granell, E. (1998). Managing cluture for success. Ediciones IESA, 1997. Handy, C. (1995). cuss and the virtual organization Harvard short letter Review, vol. 73(3), 40-50. Landeros, R. , & Monczka, R. (1991). Cooperative buyer/seller relationships and a firm? competitive stupefy. International Journal of buying and Materials Management, vol. 11, 2-8. Mohr, J. , & Spekman, R. (1994). Characteristics of partn ership success Partnership attributes, communication behaviour, and difference of opinion resolution techniques. Strategic Management Journal, vol. 15(2), 135-152. Solis, L, & Escobar, D. , (2000). The Management of palmy Strategic Alliances in Supply Chain Management Networks An Empirical acquire of Success Factors in Spain proceeding of XXXV CLADEA annual Meeting, September, Barcelona.Zara Supply ChainA network and flow explanation to Zara success Angel Diaz and Luis Solis Instituto de Empresa, Maria de Molina 12, 5, Madrid 28006, Spain E-mails angel. emailprotected edu luis. emailprotected edu Abstract Zara is a Spanish fashion manufacturer and retailer that has known swift success. Spaniards have become used to visiting Zara frequently, as there is always a new product. Zara launches 100 different collections every year, with over 11000 models, none lasting more than five weeks in production and with an average lead-time (design to store delivery) of four weeks.Inditex, the group to which the brand Zara belongs owns five brands with over 1000 stores in more than 30 countries. Although its global sales are still one sixth those of Gap, its sales have increased at an average 30% per year over the last three years, with net benefits over sales of close to 12% in the same period. In this paper we examine Zara production and distribution systems, looking for clues to its mass-customization capabilities. We argue that the key to Zara success is its Supply Chain (network and flows) approach.The production network is made of a tightly integrated net of product specialized factories, intensive in capital and run under Toyotas principles, and a secondary network of over 400 micro enterprises, tightly controlled by Inditex but independent. All these are located in the same small geographical area, Galicia (northwest Spain). The swift flow is facilitated through advanced automation and logistics systems, with emphasis on postponement.We compare these network and f low approaches to those of Benetton and Gap, and argue that the key to Zara success is this combination of a tightly integrated local network coupled to the most advanced flow systems. A final consideration is the sustainability of these orderwinners over time. Keywords Key words Zara, logistics network, flow, fashion Introduction Intense competition in the global marketplace is forcing organizations to consider new practices by which they could enhance and sustain their competitive capabilities.Network configurations and alliances is such one option through which an organization can leverage its resources to compete effectively against fast and nimble competitors. Furthermore, the emphasis on supplier integration in supply chain management has contributed to the growing interest on strategic supplier alliances by companies around the world. Strategic network alliances are innovative and provoke forms of relationships between buyers and suppliers, however, successful supplier allia nces have proved to be very elusive for the most part (Landeros and Monczka, 1991).Despite that academic and practitioner literatures have devoted considerable attention to supply network alliances issues, its dynamics has yet many unanswered questions. Furthermore, most of the literature has focused on cases in few developed countries like USA. There is a need to expand our understanding about international cases since more and more global supply chain networks are becoming more important. The study of the ZARA supply chain network in Spain is a contribution in this direction.The Spanish integrated manufacturer-retailer of apparel Zara has been defined as the Armani for the masses. Although sales of Zara (close to two billion dollars, comparable to Benetton) are much lower than that of the clothing retailer leader Gap, its financial performance has been bright. Net profits of Inditex in 2001 were 340,4 million , 31% more than the previous year, out of sales of 3. 249,8 million , a growth of 24% with respect to 2000. Zara launches over 100 collections per year (11. 00 new garments) and has a total design-to-store cycle time of less than 4 weeks. Every garment will be on sale for a maximum of 5 weeks, after which is removed and sent to discount stores or destroyed. Zara invests close to zero percent of its sales in advertisement (5% of sales for Gap), relying instead on keeping customers perpetually interested in finding new surprises (Zara? s customers visit the conveniently located stores an average 17 times a year). While Gap brands, Zara intrigues.We argue in this paper that the success of Zara is explained by a business approach in which a highly automated and largely local production and distribution network facilitates very fast response times as the key competitive advantage, and that this design can be due to cultural and market characteristics of Spain. History The founder of Zara, Amancio Ortega started a small garment factory in La Coruna, Galicia i n 1963. In 1975 Ortega integrated downstream by opening his first store, Zara. By the end of the decade six stores with that name were located in Galicia.The eighties saw important changes. Ortega created the parent company of Zara, Inditex (stands for Textile Design Industry) announcing a movement toward integrated designfabrication-retail operations. Also in this period an ex-IBM salesman, Jose Maria Castellano, the actual Vice-president of Inditex, imposed a vision of time-based competition sustained on the intensive use of technology that was to dominate the holding in the future. By the end of this decade Zara had 82 stores in Spain and six abroad.In the nineties the group developed the quick response, integrated logistics network described in this case. An important milestone was the adoption at the beginning of the decade, and well ahead of other Spanish companies, of Just in Time and lean production practices, with knowledge provided by Toyota, Japan. By the end of the centu ry, Inditex added four new brands, each for a different market niche and with their own distribution channels. At the closing of the 2001 exercise the group had 1080 stores (449 of Zara, that represents almost 80% of total sales) in 33 countries, over 20. 00 employees and the impressive profitability and growth figures mentioned in the introduction. Networks and Alliances Researchers have provided some evidence that companies relying on strategic network alliances are more profitable since closer buyer-supplier relationships may offer many technical, financial, and strategic advantages over spot market transactions and vertical integration (Mohr and Speckman, 1994). Furthermore, strategic alliances provide an effective alternative to improve economies of scale and scope.Different scholars have studied the antecedents that lead to different forms of network alliances. These studies suggest that assets type involved will impact the type of relationships (Dwyer, Schurr, and Oh, 1987). A different stream of research has studied the relationship between environmental uncertainty and resource interdependence with the nature of relationships. Handy, 1995 and Mohr and Spekman, 1994, have conducted empirical exploratory studies on the formation and evolution of inter-organizational elationships. Production and logistics are largely regional at Inditex, with much less outsourcing than is common in this sector. Why the network evolved into this configuration can be due to cultural characteristics of Spain. There exist a rich literature on collaboration. According to this Industry Networks, a set of organizations that have developed recurring ties when serving a particular market, is a variation of the old idea of industrial districts (Ebers & Jarillo, 1998).The drivers for collaboration have been extensively analyzed in the literature and can be synthesized in strategies of coespecialization the search for mutual learning to support fastest product developments, better i nformation and product flows (resulting in cost and time reductions, a dominating theme in logistics) the creation of virtual scale and scope economies and in the creation of entry barriers, among others (Cervilla and Lorenzo, 2000). Hofstede characterizes Spain? culture as risk avoidance, hierarchical inclined (Granell, 1997). Solis et al. (2000) show that in Spain companies, integration and closer relationships with local and global suppliers in critical processes are becoming paramount. Strategic network alliances require time and resources to be built and sustained. In getting the benefits of integration and synchronization with suppliers, building trust represents the most critical issue for supply network managers.Important for successful strategic supplier alliances is the communication expected behaviour, particularly the quality of information and participation, and the extent to which relevant information is transparent to suppliers. No less important for alliance success is the existence for a formal purchasing commodity selection process and a formal supplier assessment and selection process. These factors plus a comparatively low degree of outsourcing activity in Spain can explain the formation of this type of network.Factories Inditex owns 25 factories, each dedicated to capital-intensive activities (dye, cutting) and the production of a family items. The large majority of these are located in La Coruna. Inditex has additionally developed a network of external micro-companies, many households, that provide labor-intensive services, mainly sewing, which has proven difficult to automate. According to Mr. Castellano the local work force has higher labor cost but also faster reaction time (than outsourced production in a low-cost area).Distribution Inditex owns a single logistics center in La Coruna. This large facility (400,000 square meters) is largely automated, with 2 carrousels for fold garments (60,000 per hour) and 200 kilometers of elevated t racks. Products are transported directly to stores using outsourced but dedicated carriers (Azkar for land transportation some 80% of deliveries in 2000, and different airlines for exporting, all taking-off from local Galician airports). Flows Two distinct flows can be appreciated at Inditex. One consists of long-term cycles, i. e. purchasing of raw materials and the other a short cycle, i. e. , design, fabrication and distribution. The long cycle starts three to six months before each fashion season and consists in the acquisition of two thirds of the raw materials required, mainly cloth (90% of which is sourced from India, China, Morocco, Mauricio, Korea, Italy Germany and Turkey the remaining one third is supplied during the season), and of one half of all garments (15%-20% is acquired in advance, 50%-60% at the beginning of the season and the rest during the season).These are those items that are thought to be stable, i. e. , basic products for which demand is fairly predictabl e. The rest of the garments (those thought to have a higher risk) are produced inhouse in the short cycle described bellow. The short cycle start with design. This is totally an in-house affair in which over 200 designer work simultaneously on three season collections, the current one for modifications and improvements and the next two (winter 2002 is being currently worked on in the Spring of 2002).Target pricing and low scale customer acceptance trials are usual practices at this step. Patterns are scanned and sent electronically to the manufacturing plants. Here capitalintensive activities such as dying and cutting are performed, while sewing is manually done by the micro-companies described above. Processes in the plants are kept flexible using lean production principles such as multi-skilled and flexible work forces (with an enviable strike record) and simple Japanese-like control systems.Production is thus pushed into the stores (15% at the beginning of the season, the rest ac cording to demand), where the manager uses hand-held devices (currently Cassiopeia PDAs) to send feedback in close to real time about what moves and what doesnt (colors, sizes, models), allowing for fast adjustments to the production plan. Replenishment to stores is done twice or three times a week, with a lead-time for existing (or subject to slight design modifications) items of two weeks, and of five weeks for new products. CommentsIt is interesting to compare the strategy of Zara/Inditex to that of Benetton (a similar sized competitor) and of the market leader Gap. Of the three the more integrated, both upstream and downstream is Zara/Inditex. Benetton produces through a network of mainly regional subcontractors, distributes from a centralized, automated warehouse and retails through franchises. Gap subcontracts production to a network of global producers (over 3000 in more than 70 countries) and has a network of global warehouses and distribution centers. Design Zara Benetton G ap Own- continuous Own-periodic Own-periodic Production Distribution 0% own regional factories Centralized D. C. 50% subcontractors Own stores Regional subcontractors Global subcontractors Centralized D. C. Franchises Decentralized warehouses and D. C Zara/Inditex model is not a fashionable global, outsourced network. It evolved as a probable consequence of limitations in the Spanish market, but has proven that a vertically integrated local network when linked to advanced manufacturing and information technology practices can result in quick response times with little stock or waste, a by-product of the synchronization of offer and demand that the integration nature of the process allows.Postponement of the (in-house) fabrication of fashion items considered of high uncertainty, plus the flexibility and quick response implicit in the lean and automated process results in low levels of stock (40% less than Gap, is proportion to sales) An important question is now whether the organizat ion of Mr. Ortega and Castellano can maintain its characteristics and stellar performance as global growth takes place. Due to European expansion a new distribution center is being built in Zaragoza, close to the French border and facilities for production in Mexico are being considered.Labor shortages in the small Galician area have also been reported. The organization could then decide to play in a niche market position and remain as it is, duplicate the actual local Galician network in other regions (e. g. , Mexico) or move towards a global and more externalized network. If the last, and arguably most probable option is pursuit, the challenge for Zara/Inditex will be to maintain their current flexibility. References Cervilla y Lorenzo (2000) Redes de empresas y tecnologias de informacion copciones para el desarrollo de la PYME. Debates IESA.Vol. 5. No. 1. Dwyer, F. , Schurr, P. , & Oh, S. (1987). Developing buyer-seller relationships Journal of Marketing, vol. 51 (2), 11-27. Eber s, M. y C. Jarillo (1998). The construction, forms, and consequences of industry networks International Studies of Management & Organization. Vol. 27. No. 4 Granell, E. (1998). Managing cluture for success. Ediciones IESA, 1997. Handy, C. (1995). Trust and the virtual organization Harvard Business Review, vol. 73(3), 40-50. Landeros, R. , & Monczka, R. (1991). Cooperative buyer/seller relationships and a firm? competitive posture. International Journal of Purchasing and Materials Management, vol. 11, 2-8. Mohr, J. , & Spekman, R. (1994). Characteristics of partnership success Partnership attributes, communication behaviour, and conflict resolution techniques. Strategic Management Journal, vol. 15(2), 135-152. Solis, L, & Escobar, D. , (2000). The Management of Successful Strategic Alliances in Supply Chain Management Networks An Empirical Study of Success Factors in Spain Proceedings of XXXV CLADEA Annual Meeting, September, Barcelona.