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Foreword-- B.Jullien Introduction: Ten Years on, What Have we Learnt? M.Freyssenet Wrong Forecasts and Unexpected Changes. The World that Changed the Machine-- M.Freyssenet Strategies of Internationalization of Automobile Firms in the New Century: A New Leap Forward? B.Jetin PART I: THE DIVERGENT TRAJECTORIES OF JAPANESE AND KOREAN CARMAKERS Sigh of Toyota as the New World n 1 Carmaker-- K.Shimizu Nissan: From the Brink of Bankruptcy-- M. Stevens and T.Fujimoto Honda: Serendipity or Strategy from 1997-2007? D.J.Luethge & P.Byosiere The Rebirth of Mazda Under Ford's Shadow-- D. Arturo Heller Hyundai: Is It Possible to Realize the Dream of Becoming a Top 5 Global Automaker by 2010? M.Chung PART II: THE RESISTIBLE DECLINE OF THE 'BIG THREE' General Motors in an Age of Corporate Restructuring-- R.Senter & W.McManus Ford 1993 to 2007: Losing Its Way? G.Mercer Can Chrysler Survive its Re-invention? B.Belzowski PART III: THE RESISTANCE OF LEADING EUROPEAN CARMAKERS The Final Chapter of the "VW Model'? The VW Trajectory 1995-2005-- U.Jurgens PSA: the Difficulties of a 'Volume and Diversity' Profit Strategy-- M.Freyssenet Renault 1992-2007: Globalization and Strategic Uncertainties-- M.Freyssenet Fiat Group Automobiles -- An Arabian Phoenix in the International Auto Industry-- G.Volpato From the Marriage in Heaven to the Divorce on Earth. The DaimlerChrysler Trajectory Since the Merger-- H.Kohler Driving with Engineers' Professionalism and Family Values. The BMW Trajectory from a Regional Carmaker to a Global Premium Player-- L.Pries A Break from the Past: Volvo and its malcontents-- M.Holweg and F.K.Pil Production Counterfeits and Policy Collisions: the Rover trajectory -- a salutary tale-- D.Coffey PART IV: NEWCOMERS AND GLOBAL SUPPLIERS Made in China: Joint-Ventures and Domestic Newcomers-- H.Wang Maruti-Suzuki's Trajectory: From a National Champion to a Japanese owned Subsidiary-- F.Becker-Ritterspach Winners and Losers in the Auto Parts Industry: Trajectories Followed by the Main First Tier Suppliers over the Past Decade-- V.Frigant Conclusion. The Second Automobile Revolution. Promises and Uncertainties-- M.Freyssenet Index

Intro -- Contents -- Prologue -- Maps -- Book I. Old Galicia -- ONE: The Peasants Do the Real Work -- TWO: The Rodríguezes of Gundiás -- THREE: The Barreiroses of Sabadelle -- FOUR: "¡Guagua, Guagua! -- FIVE: Give to Him Who Asks -- SIX: A Clear, Bright Town -- Book II. The Spanish Catastrophe -- SEVEN: People Lived for Politics -- EIGHT: There Came Forth from the Soil Armed Men -- NINE: Red Beret -- TEN: This Cruel Struggle -- Book III. Peace -- ELEVEN: Establishing a National Syndicalist System -- TWELVE: The Rich Girl of the Village -- THIRTEEN: Marching Alone -- FOURTEEN: Transform Your Car to Diesel -- FIFTEEN: Good-Bye Rivers, Good-Bye Fountains, Good-Bye Little Streams -- SIXTEEN: A Good Source of Income -- Book IV. Madrid -- SEVENTEEN: "Madrid! Madrid! -- EIGHTEEN: The Vehicle of Progress -- NINETEEN: Onward, Barreiros! -- TWENTY: My Boyfriend Works in Barreiros -- TWENTY-ONE: The Factory of Happiness -- TWENTY-TWO: We Worked with Optimism -- TWENTY-THREE: Your Call Persuaded Me -- TWENTY-FOUR: We Beseech You to Refuse a Licence -- Book V. Chrysler -- TWENTY-FIVE: Boys Always Run After Motor Cars -- TWENTY-SIX: A University of Work -- TWENTY-SEVEN: The New Gods from the West -- TWENTY-EIGHT: Disagreement with the Americans -- TWENTY-NINE: Very Sad for Us -- THIRTY: A Combination of Adversities -- THIRTY-ONE: We Never Thought That We Would Reach This Moment -- Book VI. Aftermath -- THIRTY-TWO: A Place in La Mancha -- THIRTY-THREE: Life Has Dealt Me a Bad Hand -- Book VII. Cuba -- THIRTY-FOUR: Don Eduardo in the Land of Comrades -- THIRTY-FIVE: Villaverde Revisited -- THIRTY-SIX: I Am a Barreiros Product -- Epilogue -- Appendix: Letter from Eduardo Barreiros to Fidel Castro -- Genealogies -- Notes -- Bibliography -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y.

La storia dei mercati finanziari e degli investitori in generale è sempre stata segnata da una grande quanto fondamentale domanda: "a quanto ammonta il rischio di composizione dei portafogli a cui andiamo incontro?" ma anche "quanto possiamo perdere su un determinato investimento nell'arco di un giorno o un anno?". In questo elaborato verranno introdotti i concetti di Value at Risk e di Expected Shortfall, utilizzati per valutare l'andamento di una serie storica di titoli, in quanto indicano quale è il rischio a cui si potrebbe andare incontro nel detenere determinati portafogli di investimento. Nel capitolo 1 verrà fornita una definizione dettagliata sia del concetto di VaR che di ES. Indicatori di rischiosità che verranno trattati anche nel Capitolo 2, dove faremo riferimento ad un articolo pubblicato sulla rivista Economic Modelling nel 2015 (dal titolo "Value at Risk and expected shortfall of firms in the main European Union stock market indexes: A detailed analysis by economic sectors and geographical situation"). L'obiettivo principale di questo studio è stato l'approfondimento del calcolo dei VaR dei diversi settori economici e l'analisi delle differenze tra i diversi Paesi facendo riferimento alle principali azioni negoziate nell'area Europea, negli anni che vanno dal 2000 al 2012. Infine nell'ultimo Capitolo, sulla base di quanto è stato fatto in quello precedente, verranno analizzati gli indici del mercato borsistico italiano prendendo in considerazione il triennio di riferimento che va dal 2013 al 2015. Per alcuni titoli (in questo caso Fiat Chrysler e Ferrari N.V), inoltre, prenderemo in considerazione anche i primi mesi del 2016 in modo da creare un confronto e valutarne il loro comportamento. Anche in questa analisi utilizzeremo le due tecniche di misurazione di rischio: Value at Risk e l'Expected Shortfall. Tramite i risultati ottenuti saremo in grado di aiutare possibili investitori avversi al rischio nella composizione di portafogli di investimento.

Lichtenstein acknowledges that a postwar conservative backlash imposed some practical restrictions on unions. But to him, liberals' growing view of unions as 'little more than a self-aggrandizing interest group' and radicals' critique that labor had squandered its political potential were 'far more demoralizing and, in the long run, politically and jurisprudentially consequential' than were right-wing politics. By the 1940s-1950s, the idea of 'industrial democracy' had practically vanished from political vocabulary and union discourse. 'The labor question,' writes Lichtenstein, 'no longer seemed much of a question at all.' Lichtenstein labels as outdated and obstructionist the entire legal framework dating back to the New Deal's National Labor Relations Act (NLRA). 'The idea of collective bargaining between one union and one employer is clearly an antique notion,' writes Lichtenstein. Labor contracts are 'unworkable' 'legalistic documents,' he suggests, quoting a Chrysler shop steward. Offering arbitration to enforce contract details, the labor movement 'is like a giant bar association of non-licensed attorneys,' laments labor lawyer and writer Tom Geoghegan, whom Lichtenstein quotes in agreement. This backlog of 'mini-lawsuits' has become the substance of 'industrial self-government.' Most of Lichtenstein's prescriptions, tossed into the book's last chapter, are difficult to discern. He concludes unions need more 'militancy,' 'union democracy,' and 'politics.' Militancy and democracy are fairly easy to understand, but exactly how unions can exert real political influence is an extraordinarily difficult question that goes to the heart of the problem this book attempts to address. And it's barely answered. As Lichtenstein points out, our two-party political system doesn't lend itself well to labor's interests. Although labor has long associated itself with the Democratic Party, the Democrats' failure to push progressive social welfare legislation and labor law reform has called into question that longstanding allegiance.

Raytheon-Waco (formerly Chrysler Technologies Airborne Systems) is an aircraft modification facility in Waco, TX, specializing in military, executive, and head-of-state aircraft modifications. Raytheon-Waco has over 25 years of aircraft modification experience, and is a leading contractor for major US and foreign government programs that require system design, airframe modification, installation, flight testing, and post-delivery technical and logistical support. Current programs at Raytheon-Waco include foreign government Head-of-State widebody aircraft modifications consisting ofluxury interiors, secure communications, and airframe modifications, and US and foreign military aircraft modifications involving electronics, communications, avionics, and airframe modifications. The aircraft modification industry is highly competitive, with a variety of very competent companies constantly trying to increase market share and move into new markets. RaytheonWaco has focused primarily on military communications and transport aircraft, and Head-ofState wide-body aircraft. Due to increasing competition and customer cost-conscientiousness, Raytheon-Waco is working to reduce cost and cycle time while maintaining its reputation for delivering on time and within budget. There is also movement into other markets, such as lowercost wide-body executive aircraft. Raytheon-Waco is currently transitioning to a paperless design process, with the ultimate goal of performing all design, analysis, manufacturing, and aircraft installation from CAD models without requiring paper drawings. Increased use of electronic models will also allow more parallel processes to be performed, eliminating many of the sequential design steps currently required. Among the steps that will be performed in parallel will be detailed design, manufacturing and installation planning, technical publications, and design analysis. Without improved initial designs, parallel work will only lead to increased rework and wasted effort. Rapid prototyping is a key factor in reducing risks associated with concurrent processes, and its benefits are critical to efforts to reduce the cost and schedule of future aircraft modifications. ; Mechanical Engineering

Arbitration--Transnational Antitrust Claims are Nonarbitrable under the Federal Arbitration Act and Article II (1) of the Convention on the Recognition and Enforcement of Foreign Arbitral Awards--Mitsubishi Motors Corp. v. Soler Chrysler-Plymouth, Inc., 723 F.2d 155 (1st Cir.1983), cert. granted, 105 S. Ct. 291 (1984). Comment The instant decision marks the first time a court has considered whether to apply the United States domestic policy of preserving antitrust issues for judicial determination to an international contract containing a mandatory arbitration clause. The First Circuit's decision to apply domestic policy undermines the preeminent goal of the Convention, which is to encourage arbitration of international commercial disputes, and diminishes the advantages traditionally associated with arbitration. A policy encouraging litigants to raise minor and possibly fabricated antitrust claims will encumber an already overloaded judicial system. The party who perceives a disadvantage in prompt and certain arbitration before a predetermined forum can now opt to delay the proceeding by raising a collateral antitrust claim. The court reached its conclusion by applying a dormant provision of the Convention and distinguishing the precedent established by the Supreme Court in Scherk. Its reasoning on both counts is not persuasive. Lucy C. Gratz ===================== International Banking--The International Banking Act of 1978 Limits the States' Ability to Regulate Foreign Bank Entry, Conference of State Bank Supervisors v. Conover, 715 F.2d 604 (D.C. Cir. 1983), cert. denied, 104 S. Ct. 1708 (1984). Comment The instant decision is the first to address whether the IBA permits states to exercise their reciprocity laws to prohibit the entry of foreign banks operating pursuant to federal charter. In determining whether section 4(a) enables states to prohibit foreign bank entry on a discretionary basis, the court of appeals prudently declined to rely on either the language or the legislative history of that section ...

US Legal System and Sources of Authority for Public Health Laws / by Matthew Penn, Dawn Pepin, and Aila Hoss -- Constitutional Foundations for Public Health Practice : Key Terms and Principles / by Marice Ashe and Fazal Khan -- Limitations on Public Health Authority : Preemption and Due Process / by Derek Carr, Ben Winig, and Sabrina Adler -- Regulating Public Health: Administrative Law by Heather Walker-McCabe and Amanda Moreland -- Litigation and Public Health / by Christoper Ogolla, Emily Allender, Heather Huntley, Troy Viger, and Lena Yue -- Adult and Child Immunization and the Law / by Stacie P. Kershner, Alexandra Bhatti, Shade Olowookere -- Infectious Disease Prevention and Control : Legal Frameworks / by Rachel Hulkower and Tina Batra Hershey -- Public Health Law in Chronic Disease Prevention and Management / by Christopher Jones, Erika Fulmer, Colleen Barbero, Siobahn Gilchrist, Sharada Shantharam, Refilwe Moeti, Ashley Wennerstrom, Floribella Redondo -- Intentional Injury Prevention and Control: Adolescent Sexual Violence and the Law / by Keri McDonald Hill, LeKara Simmons, and Daniella Thorne-Williams -- Unintentional Injury Prevention and Control : Opioid Use Disorder / by Corey Davis and Mara Howard Williams -- Public Health Emergency Law / by Gregory Sunshine, Justin Woodruff, and Rachel Hulkower -- Global Public Health Law / by Benjamin Mason Meier, Chinyere Ekechi, Ana Ayala, and Akshara Menon -- The Evolution of Environmental Public Health and the Law / by Montrece Neill Ransom, Angela McGowan, Dana Reed Wise, Nathan Roush, Jessika Douglas, and Priscilla Keith -- Public Health Law and American Indians and Alaska Natives / by Aila Hoss and Michelle Castiglione -- Public Health, LGBTQ Populations, and the Law / by Heather Walker-McCabe and Killian Mark -- Women's Health and the Law : Exploring Reproductive and Sexual Health / by Hayley Penan and Brianne Yassine -- Law as a Social Determinant of Health / by Samantha Weber and Dawn Pepin -- Health in All Policies / by Maxim Gakh and Rosa Abraha -- Legal Epidemiology / by Tara Ramanathan and Lindsay Cloud -- Public Health Law and Ethics / by Montrece McNeill Ransom, Kelly Dineen, and Abigail Ferrell -- Public Health Decision-making : Responsibilities, Strategies, and Consequences / by Denise Chrysler, Lancer Gable, Donna Levin and Peter D. Jacobson.

Lana Ruvolo Grasser Department of Psychiatry and Behavioral Neurosciences, Wayne State University School of Medicine, Detroit, MI, USACorrespondence: Lana Ruvolo Grasser, 3901 Chrysler Dr., Suite 2C Room 273, Detroit, MI, 48201, USA, Tel +1 248 535 6371, Email lgrasser@med.wayne.eduAbstract: There are over 82.4 million forcibly displaced people worldwide, about a quarter of whom are resettling as refugees. In the wake of the global refugee crisis spurred by conflict, religious and political persecution, human rights violations, and climate disasters, a mental health has crisis followed. Not only does trauma experienced in home countries and as part of forced migration affect mental health, so too do post-migration traumatic events, discrimination, lack of access to quality and affordable healthcare and housing, and acculturation. To address mental health concerns in refugees and displaced populations, collective action is needed not only from health care providers but also from mental health researchers, funders, journals, resettlement agencies, government entities, and humanitarian organizations. The present review highlights the work of numerous scholars and organizations with the goal of understanding the mental health concerns of forcibly displaced persons within and across ecological systems. The present review seeks to bring attention to the experiences of forcibly displaced persons, summarize the growing body of research understanding the acute and chronic effects of forced displacement and possible interventions, and give a call to action for all members of the global community at every level to engage in joint efforts to improve mental health in refugees and displaced persons. Notably, there is a need for more interventions at the familial and community level that serve not only as treatment but also as prevention. Smartphone-based interventions, mind-body modalities, and interventions delivered by lay and non-clinician community members hold promise. Numerous strides could be made in refugee mental health and treatment when funding agencies include these goals in their research priorities. Despite the challenges they have faced, persons who resettle as refugees are incredibly resilient and deserve to be afforded every right, opportunity, dignity, and respect.Keywords: refugees, trauma, mental health, PTSD, intervention

Bibliography: leaves 165-177. ; A body of data estimating the exhaust emissions from diesel commercial vehicle engines typical of the South African vehicle population was measured in an experimental programme. The core of this work was part of the recent South African Vehicle Emissions Project (VEP), a national programme commissioned by the Department of Minerals and Energy that was completed at the end of 1998. The engine sample for the tests was made up entirely of engines manufactured by Atlantis Diesel Engines (ADE) under licence from Daimler Chrysler (formerly Mercedes Benz). The ADE assembly line closed in 1999 and so this data is becoming less relevant as these engines become less prevalent. The age of the South African vehicle population (12 years average age for heavy commercial vehicles) does, however, preclude rapid change of the model composition and so analysis using the VEP data will be useful for some time to come. This VEP data was supplemented by studies commissioned by Mossgas and BPSouthern Africa and input to a so-called "emissions inventory" model. This is simply a calculation of the total emissions produced by the vehicle park over a fixed period, usually a year, and takes no account of the dispersion of the pollutants into the atmosphere. The principle of this simple approach is that if an inventory model is sensitive to technology, fuel and population drivers, policy and growth scenarios can be simulated easily and their effects on total emissions quantified with reasonable assurance of accuracy. Given that the objective of policymaking is to decide on optimal and cost-effective actions, and not to predict to an exact degree the outcome of these actions, it may be argued that such an approach is sufficient to prioritise available emissions reduction strategies. A total of 14 scenarios were modelled and compared to a baseline of emissions from South African diesel commercial vehicles. These included the increased market penetration of technologies like turbocharging and intercooling, the reduction of diesel fuel sulphur levels, the compliance of the vehicle population to various tiers of European legislation and the conversion of the vehicle population to Compressed Natural Gas (CNG)-fuelled operation.

"The greatest challenge of leadership in our time is building a culture of purpose. The best minds of our time are looking not just for jobs, but for meaning. In order to attract the top talent that is necessary to thrive in a turbulent world, leaders must create organizations that are deeply invested in the long-term success of our planet, so that the most passionate hearts and creative intellects will want to work there--because there's no place they'd rather be. What must leaders do to meet this challenge?The powerful solution for building a culture of purpose is sustainability. In casual parlance, sustainability has become synonymous with "green," but the causes of environmentalism are not fully expressive of how sustainability affects leaders and organizations today. Sustainability, at its highest level, is a way of doing business contingent on attracting and retaining the best, smartest people to help you spot and navigate challenges and opportunities that may only faintly visible today. A Culture of Purpose offers concrete, actionable insights on what it takes to create this kind of high-level sustainability across an organization, today and into the future. Grounded in exclusive case studies built around in-depth interviews with C-suite sustainability leaders at companies including Chrysler, Unilever, TNT, Walmart, Bloomberg, Levi's, and more, Christoph Lueneburger offers specific step-by-step advice for meeting this challenge. Lueneburger's model guides leaders through a clear three phase process, providing a clear roadmap for leaders to accomplish the following goals: Tap and Nurture Your Current Corporate Strengths: How to recognize and cultivate the skills and competencies of your current talent so that you bring the right people into leadership roles and develop your sphere of immediate influence Hire the Right Team: How to identify the traits in potential new hires, regardless of level and function, so that they will grow in the organization --and how to ask the right questions during the hiring process Craft Your Culture: How to shape the openness, energy, and resilience that will embody strong values across the organization Many books have described the "what" of sustainability, but this is the first to reveal the "who." Lueneburger invites readers to recognize that sustainability is not an ideological mindset, but a cultural trait of a resilient business. For leaders ready to embrace the challenge, A Culture of Purpose is an education, ...

Accenture -- Adidas -- Adobe -- Acon -- Airbus -- Airtel -- Allianz -- Amazon.com -- American Express -- Apple -- Armani -- Asahi -- ASDA -- AT&T -- Audi -- Avon -- AXA -- BAE systems -- Bank of China -- Barclays -- BASF -- Bayer -- BBC -- Biore -- Blackberry -- BMW -- BNP Paribas -- Boeing -- Bombardier -- BP -- Bradesco -- BT -- Budweiser -- Burberry -- Cadbury -- Canon -- Capgemini -- Carrefour -- Cartier -- Caterpillar -- Chevrolet -- Chevron -- China Mobile -- China Unicorn -- Chipolte -- Chiquita -- Christian Dior -- Chrysler -- Cisco -- Citi -- Citroen -- Coach -- Coca-Cola -- Coles -- Colgate -- Comcast -- The Co-operative Group -- Corona Extra -- Costco -- Credit Suisse -- CVS -- Daewoo International -- Daimler -- Danone -- Dell -- Deloitte -- Delta -- Deutsche Bank -- DHL -- DIRECTV -- Disney -- DFM -- Dove -- Dr Pepper -- eBay -- Ecolab -- Eli Lilly -- Emirates Airlines -- E.ON -- Ericsson -- ExxonMobile -- Facebook -- Falabella -- Fanta -- FedEx -- Ferrari -- Fiat -- FIFA -- FNAC -- Ford -- Fujifilm -- Fujitsu -- Gap -- Gazprom -- GDF SUEZ -- GE -- General Group -- General Mills -- General Motors -- George Weston -- Gillette -- GlaxoSmithKline -- Goldman Sachs -- Google -- Goya -- Green Mountain Coffee -- Gropo Bimbo -- Gucci -- Harley-Davidson -- Heineken -- Heinz -- Hermes -- Hitachi -- H&M -- Home Depot -- Honda -- HP -- HSBC -- HTC -- Hyundai -- IBM -- ICBC -- IKEA -- ING -- Intel -- Isuzu -- Itau -- Jack Daniel's -- John Deere -- Johnnie Walker -- Johnson & Johnson -- Jollibee -- JP Morgan -- Kellogg's -- KFC -- Kia -- Kit Kat -- Kleenex -- KPMG -- Lancome -- Lexus -- LG Electronics -- Li-Ning -- Lipton -- L'Oreal -- Louis Vuitton -- Lowe's -- Lufthansa -- Lux -- Magnit -- Marks & Spencer -- Marlboro -- Marubeni -- Mattel -- Mazda -- McDonald's -- Medtronic -- Mercedes-Benz -- METRO Cash & Carry -- Microsoft -- Mitsubishi -- Mitsui -- Moet & Chandon -- Morgan Stanley -- Morrisons -- Moutain Dew -- Movistar -- MTV -- National Basketball Assocaiation (NBA) -- National Football League (NFL) -- Nescafe -- Nestle -- Next -- Nike -- Nintendo -- NTT Group -- Nissan -- Nivea -- Nokia -- Nordstrom -- Novartis -- O2 -- Olay -- Oracle -- Orange -- Panasonic -- Pao de Acucar -- Pearson -- Pepsi -- Perfetti Van Melle -- PetroChina -- Peugeot -- Pfizer -- Philips -- Pizza Hut -- PlayStation -- Porsche -- Prada -- Purina -- Randstad -- Raytheon Company -- RBC -- Renault -- Roche -- Rolls-Royce -- SABMiller -- Sainsbury's -- Saint-Gobain -- Sam's Club -- Samsung -- Santander -- Sanyo -- SAP -- Sberbank -- Schneider Electric -- Schwarzkopf -- 7-Eleven -- Shanghai Tang -- Sharp -- Shell -- Shiseido -- Siemens -- Singapore Airlines -- Sinopec -- Skoda -- SK Telecom -- Sky -- Smirnoff -- Sodexo -- Sony -- Sprite -- Starbucks -- Subaru -- Subway -- Sumitomo Corporation -- Suning -- Suzuki -- T -- Taco Bell -- Target -- Tata -- Tesco -- Thomson Reuters -- 3M -- Tiffany & Co. -- Time Warner Cable -- T-Mobile -- Toshiba -- Total -- Toyota -- Twitter -- UBS -- United Healthcare -- UPS -- Vauxhall -- Veolia -- Verizon -- Visa -- Vodafone -- Volkswagon -- Walgreens -- Walmart -- Whole Foods -- Woolworths -- Xerox -- Yahoo! -- Yamada Denki -- Zara -- Zurich.

The increasing number of returns of products and the items used for their distribution has become an important topic for many companies all over the world due to increasing competition and environmental legislation. Closed-Loop Supply Chains (CLSC)may offer companies an unique opportunity to improve their profits on the one hand and to serve societal responsibility on the other hand. The management of CLSCdiffers in a number of ways from managing supply chains in general. The book gives insight in these differences and how these differences may be dealt with in practice, by offeringa concrete framework, introducing the different aspects related toCLSC (technical, organisational, planning and control, information, environmental and business economic) and their mutual relations, in a systematic logical way as well as cases clustered according to the inputs for a CLSC, like commercial returns, end-of-life returns, where for each case attention is paid to all the above mentioned aspects. The frame work and especially the cases from successful companies offer the reader an invalueable help to build up and improve CLSC. TOC:Introduction to closed loop supply chains: Managerial aspects of closed loop supply chains. Commercial returns in closed loop supply chains: Commercial returns related to sales actions: the L'Oreal case.- Commercial returns in computer electronics: the HP case.- Commercial returns related to long distance sales: the Wehkamp case. Repair and replacement in closed loop supply chains: The repair of electronic equipment: the Omron case.- Closed loop supply chain based contracts: the RetreadCo case.- The closed loop supply chain of service parts: the Whirlpool case. End-of-use closed loop supply chains: At the end of lease contracts: the Oce case.- Reusing mobile phones: the Cellular case.- Reusing car engines: the Daimler-Chrysler case. End-of-life closed loop supply chains: The Dutch network for end-of-life large white goods.- The closed loop supply chain of tires: the Thessaloniki initiative. Production in closed loop supply chains: Reversed logistics in the pharmaceutical industry: the Schering case.- Reversed logistics in the electronics industry: the NEC case. Distribution in closed loop supply chains: The chip in crate: the Heineken case.- Maritime returns: the Blue Container case. Cabotage: the Port of Rotterdam case. Summary and conclusions on closed loop supply chains: Lessons learned and future developments

"The greatest challenge of leadership in our time is building a culture of purpose. The best minds of our time are looking not just for jobs, but for meaning. In order to attract the top talent that is necessary to thrive in a turbulent world, leaders must create organizations that are deeply invested in the long-term success of our planet, so that the most passionate hearts and creative intellects will want to work there--because there's no place they'd rather be. What must leaders do to meet this challenge?The powerful solution for building a culture of purpose is sustainability. In casual parlance, sustainability has become synonymous with "green," but the causes of environmentalism are not fully expressive of how sustainability affects leaders and organizations today. Sustainability, at its highest level, is a way of doing business contingent on attracting and retaining the best, smartest people to help you spot and navigate challenges and opportunities that may only faintly visible today. A Culture of Purpose offers concrete, actionable insights on what it takes to create this kind of high-level sustainability across an organization, today and into the future. Grounded in exclusive case studies built around in-depth interviews with C-suite sustainability leaders at companies including Chrysler, Unilever, TNT, Walmart, Bloomberg, Levi's, and more, Christoph Lueneburger offers specific step-by-step advice for meeting this challenge. Lueneburger's model guides leaders through a clear three phase process, providing a clear roadmap for leaders to accomplish the following goals: Tap and Nurture Your Current Corporate Strengths: How to recognize and cultivate the skills and competencies of your current talent so that you bring the right people into leadership roles and develop your sphere of immediate influence Hire the Right Team: How to identify the traits in potential new hires, regardless of level and function, so that they will grow in the organization --and how to ask the right questions during the hiring process Craft Your Culture: How to shape the openness, energy, and resilience that will embody strong values across the organization Many books have described the "what" of sustainability, but this is the first to reveal the "who." Lueneburger invites readers to recognize that sustainability is not an ideological mindset, but a cultural trait of a resilient business. For leaders ready to embrace the challenge, A Culture of Purpose is an education, a revelation, and an invitation to the next generation of success."--