My Career Journey Essay

My Career Journey Essay.

Describe your career trajectory and significant professional accomplishments to date. I had been working for Changsheng a company producing peanut oil for six years since graduating from college in 1998. I held several different positions in the finance departments. As a result of this mobility, I have been exposed to several different areas of the corporate finance management, and have acquired a broad accounting background. The first three years of my career, I focused on developing my problem-solving and interpersonal skills. My accounting experience taught me to identify the root causes of problems and develop permanent solutions to them.

Because many of the problems I was required to solve were too large for me to address alone, I learned to manage my time effectively.

My fourth year at Changsheng, I was assigned to the position of assistant finance manager for a project to establish and implement an electronic accounting system to replace manual booking system for the company. This system was a major contributor to operation efficiency and I was instrumental in helping to bring it on-line successfully and ahead of schedule.

This experience was a major success for me and I began to advance quickly.

After the system was implemented successfully, I was assigned to finance manager. In this assignment, I focused on improving the performance cash flow by cutting cash cycle. I worked in collaboration with sales team to collecting long overdue accountable receiving, coordinate supply chain team to lower stock level.

I felt I need to do some changing to myself at this time because after six years of finance and accounting experience at a mini-size company, I had become aware that my skill and experience had not prepared me adequately to deal with the broad strategic questions faced by senior level managers. Fortunately I grabbed an opportunity to join Coca-cola the globe famous company. My first position at Coca-cola was assistant managerial accounting manager for a bottling plant, I was responsible for providing constructive management data to management team for cost controlling and preparing annual budget for plant, doing rolling estimate, providing comparison between actual data and budget data.

During the one year experience of doing managerial accounting, I did countless financial analysis regarding all areas of the plant operating, from production overhead analysis to unit cost by SKU analysis, value-chain computing for new brand beverage, logistics cost analysis, rolling forcast etc, doing those various financial analysis let me know the cola-cola business quickly and completely, equipped me with a solid basis for further development in coca-cola.

One year later since I joined Coca-Cola, my position switched to operating finance manager in charge of the accounting activities at 17 sales branches across Shandong Province. At this position, I changed my role from a professional in finance analysis to a strong finance team leader. I learned to delegate and push my subordinates to fulfill their tasks, and I also learned the importance of selling my ideas in order to get them implemented.

At the third year at coca-cola, I thought that I was competent enough for leading a whole finance department of a manufacturing company. I need an opportunity to prove my leadership. At that time, I was recommend to Bunge by a headcount, and obtained a position as the finance controller of the first crushing facility of Bunge China finally. At this new role, I faced challenge that I never met in my career history, I would lead a finance team to accomplish targets in a new company which is away from my living city, I was in a totally fresh environment, I had to be used to this status.

Fist of all, I need to built trust with my new boss, colleges as well as my subordinates as fast as I can, exposed myself to all of them, let them know my management style, Then I started to do something which I am good at. I significantly improved the internal control system of the plant with my 9 years of experience in finance management, especially what I learned from coca-cola. Because of my excellent performance and proved leadership, I was promoted as the finance controller for Bunge Northern China, in charge of two crushing facilities which is located in Rishao and Tianjin respectively at the third year in Bunge. In June this year, I was assigned a new role as the assistant general manager of crushing facility in Tianjin, this is a recognition to my work and competence from my boss, and also an important opportunity for me advance my professional goal。

My most significant accomplishment to date is making decision to join Bunge four years ago. Even though I left my living city, and can’t stay with my family as much time as I could in earlier days, but I tried my best to achieve a good balance between my career and my family. I advanced to senior level management position dealing with strategy and overall management for a multinational corporation in Bunge, at the same time, I go home on every Friday evening, spend three nights and two days with my family at each weekend, I can have a on-line vedio-talk with my wife and son when I am away from home. I and my family are satisfied with current status.

My Career Journey Essay

The Event Planning Essay

The Event Planning Essay.


Event planning is the process of planning a festival, ceremony, competition, party, concert, or convention. Event planning includes budgeting, establishing dates and alternate dates, selecting and reserving the event site, acquiring permits, and coordinating transportation and parking. Event planning also includes some or all of the following, depending on the event: developing a theme or motif for the event, arranging for speakers and alternate speakers, coordinating location support (such as electricity and other utilities), arranging decor, tables, chairs, tents, event support andsecurity, catering, police, fire, portable toilets, parking, signage, emergency plans, health care professionals, and cleanup.

III. Concept

There are numerous elements which need to be considered in developing an event concept. They include the purpose/objectives of the event, the event theme, the venue, the audience, available resources, the timing of the event and the skills of the team. The most important of these is purpose, although the purpose is strongly linked both the theme and the venue.

The theme of the Event

The theme of the event should be linked to the purpose. It should be completely compatible with guest needs and consistent in all respects. Most event adopt a colour scheme that is repeated on all items produced for the event, such as tickets, programs, uniforms, decor, posters and merchandise. These help attendees to identify with the theme.

There is an endless number of potential themes, limited only by your imagination and the customer’s pocket. Some examples include:

• Historical

• Geographical and cultural

• Sporting

• Film, music and entertainment

• Artistic

• Food

• Objects (scarecrows, CDs, boats)

When coming up with ideas for a theme, it is most important to consider the range of suitable venues available, keeping in mind to constraints of budget and other considerations.

Venue for the event

The manager needs to carefully consider the planning implications of choosing unusual venue in preference to a standard venue requiring decorations only to much the theme. Lighting, sound and catering also provide challenges in usual setting.

The following are examples of unusual venue

• Demolition site

• Parking lot

• Tunnel

• Museum

• Amusement park

• Vineyard

• Orchard

When considering the choice of venue the event organizer needs to look at a number of factors including:

• Potential to fulfil the purpose of the event

• Ambiance

• Location

• Access by public transportation

• Built features (such as stages)

• Cost of decoration, sound and lighting

• Cost of labour

• Food and beverage facilities

• Safety.

There are many factors that need to be taken into account in selecting a venue, but the overall strategy should be to aim for the best possible fit with the client’s and the audience’s needs at the lowest possible cost. If all stages, props, carpets, seating, portable kitchens and refrigerators, and so on have to be hired, the cost will be very hard to justify-Even if the venue seems perfect in other ways.

Event Audience

When organizing an event, the needs of all participants must be considered before finalising the concept. The organizer would be wise to challenge normal behaviour and encourage participation in unusual activities. Great car would need to be taken to ensure that such an audience were not push beyond its conservative limits.

Budget and Timelines

Preparing a budget is a part of initial planning stage. A budget includes projected revenue and expenditure from which an estimate of the net profit (or sometimes net loss for the proposed event can be ascertained. It is a plan based on the accurate quotes from all contractors and suppliers and careful research to ensure that no expenses have been overlooked. It provides guidelines from approving expenditure and ensuring the financial aspects of the events remain on track. The budget is part of the event proposal or the basis of the quote by the event management company to the client.

• Prepare budget

• Finalize budget

• Monitor and review budget

• Allocate budget resources

• Monitor financial activities against budget

• Complete financial and statistical reports.

Financial Considerations

It is an important consideration at this early stage of event concept and design. Initial financial estimates can get out of control very easily, and the choice of event concept can certainly contribute to this. Otherwise good ideas should be knocked on the head at an early stage if they do not appear financially viable as it is possible to come up with the concepts that are startling in their simplicity and also cost effective. This is where the creative and rational aspects of the event manager’s abilities can come into conflict.

Timing of the Event

The timing of an event is often linked to the season or weather. For example, a food and wine festival would be better programmed for early autumn than for mid-summer when the heat would be intolerable for both the audience and the stall-holders. A mid-winter is certainly not the time to hold a flower show. While the might seem obvious, it is surprising how often events are programmed to occur at very unsuitable times.

Evaluation of an event concept must take into account the following four time related factors.

1. Season

2. Day of the week

3. Time of day

4. Duration.

Event Team

A general manager is generally supported by a team which grows exponentially as the event draws near. It is important to note that the event manager typically works with a number of contractors. These could include any or all of the following:

• Venue managers

• Stage managers

• Lightning, audio and video companies

• Decorators and florists

• Entertainers

• Employment agencies

• Rental companies

• Public relations and marketing consultants

• Security companies

• Catering companies

• Cleaning companies

• Ticketing operations

• Printers.

For the events, the manager is also required to liaise with government agencies at a range of levels, from local government through the federal government. Local councils deal with the event planning and approval; state government gives advice on protocol for international dignitaries.

The skills of the event team and, just as importantly, the contractors, such as lightning technicians and catering staffs, are an important consideration in terms of concept development. Staff working at most events have very limited opportunity for training making job break downs and task sheets essential aspects of planning.

The following list of stakeholders is not exhaustive but provides an idea of the many people involved in staging events:

• Event principal/client

• Talent/performer/team and manager

• Cast and crew

• Local community

• Organizing committee

• Local and government authorities

• Emergency service

• Customers

• Colleagues

• Contractors.


A. Identification:

1. A _______ includes projected revenue and expenditure from which an estimate of the net profit or sometimes net loss for the proposed event can be ascertained.

2. It is an important consideration at this early stage of event concept and design.

3. Is often linked to the season or weather.

4. When organizing an event, the needs of all participants must be considered before finalising the concept.

5. There are numerous elements which need to be considered in developing an event concept.

B. Multiple choices. Choose the best answer.

1. The following list of stakeholders is not exhaustive but provides an idea of the many people involved in staging events except:

a. Cast and crew

b. Security companies

c. Organizing committee

d. None of the above

2. Is often linked to the season or weather.

a. Budget and timelines

a. Concept

b. Timing of event

c. None of the above

3. When considering the choice of venue the event organizer needs to look at a number of factors including:

a. Potential to fulfil the purpose of the event

b. Ambiance

c. Location

d. All of the above

C. Enumeration:

1-5.Give examples of unusual venue.

6-10.The following list of stakeholders is not exhaustive but provides an idea of the many people involved in staging events:


Cruz, Zenaida L. Convention and Event Management, 2nd Edition. Published by National Bookstore

The Event Planning Essay

Evaluate the Design and Operation of Frito-Lay’s Logistic Network Essay

Evaluate the Design and Operation of Frito-Lay’s Logistic Network Essay.

1. Evaluate the design and operation of Frito-Lay’s logistic network.

Logistics is a supply chain effort involving the planning, implementation and control of the forward and reverse flow, storage and services of goods from origin to destination.

Frito-Lay’s logistics defined its mission as delivering the right product, to the right place at the right time, in the right amount, in a cost effective manner.

The logistics system is complex and consists of six geographic zones. The managers of the zones were responsible for their own logistics and there was very little interaction between the zones.

They primarily utilized their own private fleet of trucks and supplemented it with third party carriers to transport its less service sensitive shipments such as inter-plant shipments. They had a very high on-time delivery rate of 99.1%.

The private fleet coupled with the CADEC system allows fleet drivers to maximize productivity and provide excellent customer service. The CADEC system is designed to support regulatory reporting. It routinely tracks trip events from the perspective of the driver and the time between significant points of travel.

It has good reports and provides reliable and consistent data with flexibility afforded through a combined automatic data capture and driver keying. The fleet drivers act as customer reps and are the eyes and ears of the organization.

Frito-Lay appears to have a strong distribution network. It is one of the company’s pillars for success. The company’s private fleet is an integral part of the network because it guarantees an uninterrupted supply chain. Because the product production cycle is short and the majority of the items are highly perishable, the logistics network and, in particular, its private fleet allows Frito-Lay to guarantee an uninterrupted supply chain. The objectives of the logistics are tied to the goals of Frito-Lay’s corporate headquarters.

The private fleet also may allow Frito-Lay to provide back haul service and act as a profit center. The VSP system will probably need to be upgraded, however, in order to accomplish this. It is an older system used to determine routes with an antiquated algorithm for determining routes. There are opportunities to improve routes (and therefore reduce cost) by replacing VSP. It also appears that the best routes would be needed to insure that the backhaul proposal is cost effective.

2. As Ed Kluger, prepare a marketing plan for Frito-Lay’s proposed backhaul services

Kluger would need to first convince the internal team regarding the benefits of the backhaul service. He would need to describe the overall benefit to the company, particularly overall profit.

The overall external marketing plan for the proposed backhaul service should take into account the following:

a. Customer analysis: Frito Lay should identify/segment the specific market that it should target, followed by developing a positioning statement that clearly states the benefits/ advantages of working with Frito-Lay as a third party transport/logistics provider. As a general approach, it should target companies that do not have transport/logistics as their core competencies. For instance, manufacturing companies may not necessarily have strengths in logistics/transport services and Frito-Lay, given its success in logistics and transport can leverage its strengths and capabilities in this area. This would then allow the customers to focus on their own core competencies.

b. Company analysis: Frito-Lay should then evaluate its own core strengths in providing backhaul services. Does success as being its own logistics provider translate to efficiencies in being a third party logistics provider or are its current services too specialized for its needs? Does Frito-Lay have a unique positioning/competitive advantage in providing this service as opposed to other logistics providers? Arguably, Frito-Lay’s current delivery system may be too customized for its own customers demands and it may be a challenge to coordinate backhaul services especially with its existing VSP system (vehicle scheduling program) which appears to be inflexible and unsophisticated to serve even Frito-Lay’s own transport needs.

c. Competitor analysis: Frito-Lay should systematically evaluate whether competitors exist in the market that can have a competitive advantage in providing logistic services. It should also determine whether it is able to provide service leadership or operational excellence in logistics.

If marketing analysis then suggests that Frito-Lay has a core competency in providing common transport services, then it can promote its backhaul services as a means for the customers to allow Frito-Lay to take over operational capabilities that may not be the customers’ core competency. Using Frito-Lay as a transport service can also reduce the customer’s logistical expenses and investments in developing its own delivery service.

3. Should senior management at Frito-Lay approve the backhaul proposal? How should the backhaul program be implemented?

Frito-Lay should not approve the backhaul program for the following reasons:

a. It would be a distraction from their core-competency, which is maintaining their service-to-sales structure.

b. They have six core products that account for 80% of their sales. Each core product has a short shelf life (25 to 30 days) and has to cycle through the distribution system very quickly. This means that the backhaul sales organization would be at a competitive disadvantage with other trucking companies as their ability to pursue more lucrative routes would be restricted.

c. Their existing vehicles are too specialized to be functional for delivery of other products. 85% of their fleet are drop-frame trailers, which are two feet off the ground, thus creating large restrictions on the amount of weight that can be carried. In addition, these drop frames are fairly uncommon, require special loading docks and are not compatible with forklifts. This makes loading and unloading more cumbersome, which may result in lower turn around and delivery rates.

d. The evaluation of the expected gross margins seems aggressive at 65% after 11 years of operations, especially since at no point is competition introduced into the assessment.

e. Another factor is that management would like to halt the rise in delivery costs, which may have more to do with excessive service to sales policies. Backhauling may simply mask a larger growing problem.

f. The overwhelming lack of company support from the sales department to the drivers makes it very difficult to launch.

Instead, in order to reduce the rise in delivery costs, Frito-Lay may consider the following:

a. Invest in IT improvement, particularly their vehicle scheduling system (currently VSP), which is currently ineffective and cumbersome to use. A more efficient and coordinated IT system can streamline the scheduling process, thereby reducing delays and their attendant costs.

b. Reevaluate its distribution network (plants, regional units) to find a way to minimize interplant transfers, or the tiered delivery process for specialty products. One way to address this is to evaluate the flow of goods through the various plants followed by reconfiguring the delivery routes to increase efficiency. An IT system (as mentioned in part a) can facilitate this process.

Evaluate the Design and Operation of Frito-Lay’s Logistic Network Essay