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With the coming of the Single Market it is now essential that companies reassess their European manufacturing strategies. Many multinationals currently have fragmented manufacturing operations reflecting past failures to achieve a truly common market. This article discusses how manufacturers in Europe can reorganise themselves to optimise competitiveness.

The purpose of this paper is to demonstrate how service user involvement for people living with a diagnosis of dementia can contribute to innovate ways of training and educating a skilled healthcare workforce.

The paper uses a case study approach, including interviews observations and reflections from facilitators and members of a service user group for people living with dementia in a recovery-based older adult service in East Kent, UK. In total, 11 people were involved in this study: five people are living with a diagnosis of dementia, two are clinical psychologists, two are trainee clinical psychologists and two are placement year psychology undergraduates.

The paper shows how service user involvement groups can enable people with dementia to train a wide range of healthcare professionals in different areas, from the perspective of people living with dementia and healthcare professionals. It also reflects on the challenges that can arise through working with patients in a more collegiate way.

This paper demonstrates that people with dementia can be involved in the training of healthcare professionals in innovative ways. It therefore suggests new ways of working with people with dementia to develop staff skills.

Much of the extant literature has focused heavily on the recruiting aspects of college sports (Beamon, 2008; Broughton, E., & Neyer, M. (2001). Advising and counseling student athletes. New Directions for Student Services, 93, 47–53). Far less attention has been given to the supply chain of athletic departments from a macro-level perspective. A supply chain is a stream of information or goods from a supplier to an end customer. This study will provide a synthesis of previous literature, which will be integrated into a conceptual framework explaining the college athlete supply chain and its impact on Black males. We will also utilize secondary data to examine the organizational development of college recruiting and the conceptual nature of college athlete suppliers and manufacturers. The chapter will conclude with recommendations on how best to address the issues of the supply chain where revenue in college football has taken precedence over the collegiate experiences of many Black male student-athletes. This knowledge will be essential to all stakeholders within college athletics, particularly administrators, athletes, recruiters, coaches, and parents of athletes.

With the world gradually evolving into a global economy, Africa is playing an increasing role both as a major supplier of commodities and a huge consumer market for products from other parts of the world. Hence, it has become necessary for organisations to understand logistics and supply chain management (SCM) practices in Africa. For organisations that operate in Africa or have business dealings in Africa, it has become a strategic competitive priority to understand the current state of logistics in Africa and identify the challenges and opportunities inherent in the system. Finally, it is essential to learn how to overcome the challenges and maximise the opportunities. This chapter provides a historical and contextual basis for some of the logistics and SCM practices in sub-Saharan Africa. It reviews the current state of logistics management in Africa and identifies the challenges and opportunities that confront anyone interested in doing business in Africa. We reviewed the indigenous management practices that pervade the logistics discipline and highlighted cultural, unique and anecdotal evidence of practices and characteristics peculiar to the African countries. In addition, a comparative analysis of the logistic performance of countries in the region was provided to help readers situate the discussion. We concluded the discussion with some practical suggestions on how to get the best out of the African logistics system.

Around 1990, India and a few developing countries attempted to restructure their economies to achieve accelerated economic growth, for generation of optimum levels of production, employment and poverty alleviation. The economic and fiscal policies took a turn towards liberalisation, deregulation, de‐control and de‐licensing, so that the economy opens up and unnecessary legal and bureaucratic impediments are removed to reduce delays and costs. During the last five years, industrial, trade and tax reforms have created demonstrable buoyancy in industrial production, investment and exports.

To introduce a broader concept for supply‐chain management (SCM), the notion of value network advocacy.

The historical roots and the traditional terms used to describe SCM are explored to show how their meanings have led to specific types of information systems to support SCM. The limitations of these systems are demonstrated with case studies. Then the concept of value network advocacy is introduced to address these limitations, and implications of this term are explored.

The term SCM has its historical roots in the control of fulfillment activities that support the linear physical flow of goods from suppliers to manufacturers to distributors to retailers. Consequently many information systems (IS) applications that support the supply chain have a similar focus. These systems often separate supply from demand management and focus on linear information flows. Often they are implemented without reengineering business processes. A broader concept, value network advocacy, better describes the needs of business today. It is suggested that adoption of this concept in organizations will be limited not by technology, but by lack of trust mechanisms and metrics.

The adoption of the broader concept of value network advocacy will enable companies to focus more on developing adaptive networks that support customer needs.

The paper introduces the concept of value network advocacy which can guide e‐supply chain development to support a more integrated customer‐focused notion of flexible networks that provide value.

Attempts to analyse the role of the judge in interpreting statute law. Looks at the traditional British rules of interpretation, presumptions and jurisprudential policy in the construction of statutes. Examines the dramatics change of attitude by British judges necessitated by European law and provides some thoughts on the interpretation and construction of enactments by judges. Continues by covering the judge’s interpretation of common law through the doctrine of judicial precedent, with regard to the hierarchy of the courts and persuasive precedents. Cites a number of case examples.

The idea of implementing supply chain management (SCM) principles for the construction industry was embraced by construction stakeholders to enhance the sector's performance. The analysis from the literature revealed that the implementation of SCM in the construction industry enhances the industry's value in terms of cost-saving, time savings, material management, risk management and others. The construction supply chain (CSC) can be managed using the pull or push system. This chapter also discusses the origin and proliferation of SCM into the construction industry. The chapter revealed that the concept of SCM has passed through five different eras: the creation era, the use of ERP, globalisation stage, specialisation stage and electronic stage. The findings from the literature revealed that we are presently in the fourth industrial revolution (4IR) era. At this stage, the SCM witnesses the adoption of technologies and principles driven by the 4IR. This chapter also revealed that the practice of SCM in the construction industry is centred around integration, collaboration, communication and the structure of the supply chain (SC). The forms and challenges hindering the adoption of these practices were also discussed extensively in this chapter.

The importance of supply chain management (SCM) has grown steadily, as managers recognize the strategic potential that it can offer. Far more than just “logistics”, SCM encompasses every effort and interaction that goes into planning, sourcing, making, and delivering a final product. As a result, many now see the very basis of competition becoming increased between supply chains, with better management delivering in all key business aspects from fostering improved innovation – through collaborative development – to significantly reduced operational costs and improvements in service levels, time to market, and quality.