Student Organizations at Arizona State University experience a high volume of employee turnover throughout the school year. Change in organizations is inevitable; however, this element of change directly affects the prosperity of the organization. The intent of this project was to research and identify the motives behind the departing student workers and offer a solution for retention. The Programming and Activities Board \u2014 the second largest student organization on campus, known for its event planning expertise, was used as a means of testing the idea of the impact of training development on student workers. This study involved research in human resource management and industrial organizational psychology. As a result, job analysis was performed, organizational restructuring occurred as well as the creation of a one stop platform for learning and development that contains online interactive trainings, platform for management to engage the workers, pre-test and post-tests as well as additional organizational information. Student Organizations provide undergraduates and graduates with the opportunities to grow and develop skills for the real world. By restructuring the way of management within the organization will provide an opportunity to create stronger student organizations in the future. This study found that with a solid training and development plan, students could understand the purpose they were working towards and understand their current roles and responsibilities in the organization. The Programming and Activities Board had previously experienced a 40.9% turnover rate but after the implementation of the program turnover is now at 11.9%. The transition from traditional to e-learning training is beginning to embed itself into the organizational culture due to the creation of a sustainable solution plan.

The main compelling question to this thesis was to determine if there is a relationship between the amount of sensitivity received in ones college experience to how easily one transitions to a full time role upon graduation. Furthermore to determine if there is measurable difference, what can educators do to close the gap to better serve students. The conduction of this thesis was done through a survey via Google Forms targeting three groups. The three groups were Alpha Kappa Psi at Arizona State University, Delta Sigma Pi at Penn State University and the Supply Chain Development Program at Dell in Austin, Texas. These groups allowed for a wide range of demographics in participants from all over the US and with many different business majors. There were two main sections in the survey, personal experiences with professors and personal experiences with peers. Both asked multiple different hard data questions (multiple choice, numerical rating, drop down) and short answer questions (open ended.) The goal was to gauge participant's experiences with their professors and their peers in terms of sensitivity and see if it helped or hindered their experience transitioning to a full time role. The results for the hard data indicated that there was a significant correlation between better professors being more sensitive and worse professors exercising very little sensitivity. The open ended responses indicated that students preferred professors that gave less sensitive and academic approach and more real life experiences to help them transition to their job. There were many issues to if the open-ended responses specifically addressed sensitivity versus other topics. Three other topics that were clearly alternately identified were class behavior, job relevancy, and professor influence/resistance. Overall from the research completed in this study it can be concluded that sensitivity does not significantly affect the performance in the transition from college to working in a profession environment.

During the summer of 2016 I had an internship in the Fab Materials Planning group (FMP) at Intel Corporation. FMP generates long-range (6-24 months) forecasts for chemical and gas materials used in the chip fabrication process. These forecasts are sent to Commodity Mangers (CMs) in a separate department where they communicate the forecast and any constraints to Intel suppliers. The intern manager of the group, Scott Keithley, created a prototype of a model to redefine how FMP determines which materials require a forecast update (forecasting cadence). However, the model prototype was complex to use, not intuitive, and did not receive positive feedback from the rest of the team or external stakeholders. This thesis will detail the steps I took in identifying the main problem the model was intended to address, how I approached the problem, and some of the major iterations I took to modify the model. It will also go over the final model dashboard and the results of the model use and integration. An improvement analysis and the intended and unintended consequences of the model will also be included. The results of this model demonstrate that statistical process control, a traditionally operational analysis, can be used to generate a forecasting cadence. It will also verify that an intuitive user interface is vital to the end user adoption and integration of an analytics based model into an established process flow. This model will generate an estimated time savings of 900 hours per year as well as giving FMP the ability to be more proactive in its forecasting approach.

This thesis looks at a short-term solution to the truck driver shortage: transitioning U.S. military veterans into truck driver roles. Due to the adoption of self-driving trucks, the shortage is projected to end in 2022; however, freight companies may not be able to keep up with growing freight volumes until then. In the meantime, providing commercial driver's license (CDL) training on military bases has the potential to alleviate the shortage and veteran unemployment. A number of journal articles were read and interviews were conducted to determine the practicality of this solution. This thesis includes those findings and a number of considerations that should be made before implementing it.

The original goal of this project was to create a case study that would help figure out a way to figure out how to get better food, and more food, to areas where there is little to no logistical infrastructure in place. Specifically, the Navajo Nation in North Eastern Arizona where the road infrastructure is not as developed and without enough stores to saturate the region. A partnership with Peddler's Son Produce, a company who was hoping to expand their distribution services to North-Eastern Arizona and other lesser-served areas across Arizona, allowed for the creation of Logistical Route Simulations which allowed the expanse of what areas could be reached with cross-docking stations in various areas. After all the information of the route simulations was compiled, it was abstracted to a case study. There is no one solution of how to expand a company so what the case study does is give students all of the information for costs and potential routes and then tells them to decide how many stops should be taken at each city in each route, which routes should be taken, and which routes shouldn't, and which cross-docking station, or multiple cross-docking stations the company should choose. The Case Study also includes teaching notes for the professor doing it which have the completed logistic route simulations and all the data and information that was learned but not included in the case study. This case study can now be used to help others figure out how to create profitable logistics routes which serves the original goal of the project.

This paper outlines the process of designing, creating, and implementing a supply chain management outreach program to benefit high schools students in areas surrounding Intel campuses. The program—which spreads awareness of supply chain management and STEM (Science, Technology, Engineering, Math) and how they work together in businesses today—was created and tested by me, with the help of the following committee members: James Kellso – Director, Cheryl Dalsin – 2nd Reader, and Jack Berg – 3rd Reader. The end goal is for this program to become sustainable, and for it to spread as far and wide as possible. Supply chain management and STEM are becoming crucial to understand in businesses today and will only become more imperative in future years.

Keywords: supply chain management (SCM), Science Technology Engineering Math (STEM)

Upon investigating the current state of the high scrap problem at Niagara Bottling's Phoenix manufacturing facility, it was found that 49% of the scrap was being generated at the bottling lines in the form of plastic bottles, and 39% of scrap took the form of preforms accumulated at either the bottling lines or the injection molding machines. The scope of this project includes all forms of polyethylene terephthalate (PET), but the large accumulation of scrap in these areas suggests a primary focus on the bottling lines and the injection molding machines. Further analysis of the bottling lines found that the filler at each line as well as the blower on line X1 were the biggest contributors to the scrap accumulation problem. Each of these machines was seeing over 0.4% of bottles rejected at the visual inspection units. Due to the underlying status and quality issues of the injection molding machines that were beyond the scope of this project, this process was only investigated for solutions involving the overall processes and people. Based on the data and process flow analysis there were several solutions proposed including a root-cause analysis of the highest faulting machines, the repair of the injection molding overhead conveyor systems, the creation of a low waste environment, and the implementation a scrap tracking and analysis process. Based on the current high variability in the scrap experience across all machines, it is recommended that Niagara Phoenix pursue the scrap tracking and analysis alternative. After the implementing the scrap tracking and analysis process, the initial results were encouraging and could potentially warrant the investment in a software platform that could automate the collection of data necessary for this process. Based on the initial results of the manual collection and analysis process, each individual line show signs of potential reduction in the scrap rate of over 50%. According to this improvement, purchasing the software platform would see a payoff period of only 36 days.

Food insecurity is defined as inadequate access to sufficient, safe, and nutritious food to maintain a healthy life. In 2013, 49.1 million Americans were food insecure. In a country where there is an overabundance of food being produced, it is abnormal to think of food insecurity as a serious issue. Although we have the means to produce enough food to feed our population, one in seven households in America suffer from food insecurity every day. Although advances in modern agriculture have proven to increase food production, food insecurity continues to grow every year. To address this issue, this paper analyzes the implications of modern agriculture and its ability to solve food insecurity. Furthermore, an analysis of the capabilities of urban agriculture and the potential benefits to solving food insecurity is conducted. By comparing these two agricultural methods, a clear understanding of the proficiencies of urban agriculture for solving food insecurity is outlined. Traditional production and distribution methods are not enough to help solve this issue. Barriers of conventional agriculture need to be broken, and the potentials of urban agriculture need to be introduced. Implementing various instruments for change, such as food policy councils, zoning ordinances, and community gardens, is how urban agriculture will make its way into America's cities and start to solve the food insecurity issue.

This piece aims to discuss the roles of emerging geographies within the context of global supply chains, approaching the conversation with a "systems" view, emphasizing three key facets essential to a holistic and interdisciplinary environmental analysis: -The Implications of Governmental & Economic Activities -Supply Chain Enablement Activities, Risk Mitigation in Emerging Nations -Implications Regarding Sustainability, Corporate Social Responsibility In the appreciation of the interdisciplinary implications that stem from participation in global supply networks, supply chain professionals can position their firms for continued success in the proactive construction of robust and resilient supply chains. Across industries, how will supply networks in emerging geographies continue to evolve? Appreciating the inherent nuances related to the political and economic climate of a region, the extent to which enablement activities must occur, and sustainability/CSR tie-ins will be key to acquire this understanding. This deliverable aims to leverage the work of philosophers, researchers and business personnel as these questions are explored. The author will also introduce a novel method of teaching (IMRS) in the undergraduate business classroom that challenges the students to integrate their prior experiences both in the classroom and in the business world as they learn to craft locally relevant solutions to solve complex global problems.

The purpose of this paper is to identify a strategy and list recommended initiatives that aim to reduce the total carbon footprint of Brookfield Global Relocation Services and its supply chain by 50% by 2028, and enhance the appeal of this plan through revealing a multitude of beneficial factors for the organization, its suppliers, and community. To begin the approach to realizing a 50% reduction to Brookfield GRS's and its supply chain's total carbon footprint is to first measure the current level of greenhouse gases being emitted by the organizations and its suppliers. Using the EPA carbon footprint calculator tool this was accomplished to understand and put an actual value on Brookfield GRS's and its supplier's impact on the environment and to begin setting goals to substantially decrease this level. This leads to the second step of focusing on the internal need to shift the culture, goals, and initiatives towards sustainability before looking to the external environment of the supply chain. To accomplish this second step, Brookfield GRS must reach a high level of awareness for this sustainability shift by the end of 2016, through establishing a Green Committee, setting up an awareness survey, proactively getting involved with the organization newsletter, and the creation of sustainability incentive program. Once awareness is established and continuously increased, a switch towards organization wide mobilization can begin in 2017. This entails looking at areas of high emissions determined by the EPA tool, launching a set of processes aimed at reducing the emissions of these areas by 2018, and wrapping up the phase with an environmental management system by 2018 to catch the results of the processes and allow them to be continuously improved upon. This internal shift towards sustainability packaged into two phases of awareness and mobilization are not just environmentally beneficial but also prove to have value in cost reductions, efficiency gains in processes, reduction in waste/office supplies, talent acquisition and retention, risk mitigation aspects, marketability, brand reputation building, and is a competitive advantage as it inspires innovation. Aiming to reduce emissions by 50% holds huge value internally, but can garner even more benefits externally through Brookfield GRS's supply chain. Once an internal foundation of sustainability culture, goals, and initiatives aimed at reducing its output of emissions are concrete, Brookfield GRS can then continue to build its commitment to the environment and lower its overall carbon footprint by looking externally to its suppliers. This phase is similar to the internal shift, in which awareness and mobilization are required so that Brookfield GRS can identify suppliers that need to be removed, who are willing to work with Brookfield GRS, and the suppliers who are already on track to reducing their emissions by 50% by 2028. Awareness begins with Brookfield GRS communicating to its suppliers that there will be a set of green requirements imposed on them starting in 2019 through an updated RFP process and sustainability survey. Mobilization then occurs with the suppliers abiding to the green requirements of a total carbon footprint calculation to be reported starting in 2019, a set of goals and implementation plans aimed at reducing their total carbon footprint to be reported annually starting in 2019, and an establishment of an EMS or similar system by 2019 warranting continuous improvement of greenhouse gas reducing programs to aim for 5% annual reduction goals and a 50% total decrease by 2028. It is important that the supply chain management employees at Brookfield GRS provide ample evidence of why the emission reduction goal and shift towards sustainability is beneficial for the organization by looking at benefits incurred by Brookfield GRS and value added to other successful organizations like Celestica, Disney, and Intel making similar changes. There are even mutually advantageous results such as increased demand, risk mitigation, cost breakdown form process improvements, and Brookfield GRS and its suppliers will be more collaborative and competitive in the long run. The EMS system then works as a continuous improvement process from 2019 to 2028 to ensure Brookfield GRS and its suppliers are on track to yearly 5% emission reductions and an overall reduction of 50% by 2028. Through Brookfield GRS using this strategy to focus internally and then branching out externally to its suppliers to meet a 50% reduction in total carbon footprint emissions by 2028, numerous environmental, economical, and societal benefits can be gained.