Logistics Support Quotes

But don’t go overboard, Pat. You know what matters in the end.” Pat laughed. “Family, the loyalty of your minions, and a reliable logistics support system?

In our relationship, we have very well-defined roles: I am the Vice President of Logistics; he's the CEO of Emotional Support.

Line up some “multidimensional” support. When it’s nose-to-the-grindstone time, we tend to get the grindstone kind of people on board—suppliers, designers, editors, marketers, “work/task” people. But this is precisely the time when you need some spiritually informed intelligence to back you up: a naturopath, a trainer, green smoothies, a prayer group. All that woo-woo love and insight will go a long way in helping you navigate the heavy-duty logistics on a daily basis.

I am the Vice President of Logistics; he’s the CEO of Emotional Support.

There were four missions in Afghanistan: train and advise the Afghan Army and police; logistical support; counterterrorism; and the intelligence mission.

Commitment can be expressed in many ways. Traditionally it is solidified through marriage, owning property, having kids or wearing certain types of jewelry, but legal, domestic, or ornamental undertakings are not the only ways to show dedication. In a 2018 talk on solo polyamory at the Boulder Non-Monogamy Talk series, Kim Keane offered the following ways that people practicing nonmonogamy can demonstrate commitment to their partners: - Sharing intimate details (hopes, dreams, fears) and being vulnerable with each other. - Introducing partners to people who are important to you. - Helping your partners with moving, packing, homework, job hunting, shopping, etc. - Having regular time together, both mundane and novel. - Making the person a priority. (I suggest defining what 'being a priority' means to each of you.) - Planning trips together. - Being available to partners when they are sick or in need. - Collaborating on projects together. - Having frequent communication. - Offering physical, logistical or emotional support (e.g. at doctor's appointments or hospital visits or by helping with your partners' family, pets, car, children, taxes, etc.).

Seldom can one attain victory in ware fare without allies. Some allies provide direct assistance, the two forces battling side by side. Other allies provide logistical support, whether weapons and combat equipment or simply food and other life needs. Sometimes the most effective use of an ally is as a threat, his very presence creating a distraction or forcing the common enemy to deploy resources away from the main Battlefront. But standing by an ally doesn't necessarily mean one will always agree with that ally. Or with his goals or methods.

The second phase is guerilla warfare, when insurgents fight the state, but do so through harassment and attacks on the current government’s communications and logistics. The objective is not to win territory, but to weaken the enemy while consolidating the support of the population behind the revolutionary’s cause.

If you need to reach me, or send me anything I'll hopefully have access to email, but who knows how alert I'll be...Please don't ask too many questions about what the logistics look like, or where and when I'll be where and when- we just don't know that right now and will not for a little while. FOR INSTANCE: Good message: Wish Max well! No need to reply! Bad message: When is Max going to the bathroom, and in what city -- I'd like to bring my schnauzer to visit him; he's a good luck healing massage schnauzer from Ireland. Is Max going to die? How often will Max die? Can he attend my event in four months? I love all of you very much, and am extremely grateful for your support.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary … You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

Your rival has ten weak points, whereas you have ten strong ones. Although his army is large, it is not irresistible. “Yuan Shao is too caught up in ceremony and show while you, on the other hand, are more practical. He is often antagonistic and tends to force things, whereas you are more conciliatory and try to guide things to their proper courses, giving you the advantage of popular support. His extravagance hinders his administrative ability while your better efficiency is a great contribution to the government, granting you the edge of a well-structured and stable administration. On the outside he is very kind and giving but on the inside he is grudging and suspicious. You are just the opposite, appearing very exacting but actually very understanding of your followers’ strengths and weaknesses. This grants you the benefit of tolerance. He lacks commitment where you are unfaltering in your decisions, promptly acting on your plans with full faith that they will succeed. This shows an advantage in strategy and decisiveness. He believes a man is only as good as his reputation, which contrasts with you, who looks beyond this to see what kind of person they really are. This demonstrates that you are a better judge of moral character. He only pays attention to those followers close to him, while your vision is all-encompassing. This shows your superior supervision. He is easily misled by poor advice, whereas you maintain sound judgment even if beset by evil council. This is a sign of your independence of thought. He does not always know what is right and wrong but you have an unwavering sense of justice. This shows how you excel in discipline. He has a massive army, but the men are poorly trained and not ready for war. Your army, though much smaller, is far superior and well provisioned, giving you the edge in planning and logistics, allowing you to execute effectively. With your ten superiorities you will have no difficulty in subduing Yuan Shao.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary ... You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.

Most blitz leaders have felt that by sacrificing a degree of intelligence or logistics support they gained a greater advantage in the areas of surprise or massing of effort at a critical point. No commander attacks unless he feels that he can win, though on occasion defeat locally may help to gain victory elsewhere. But the decision to attack means that the factors have all been weighed and that superiority lies in better morale, better control for the massing of effort or for quicker reaction, or better weapons. Control is often a more than adequate substitute for supply. There may be risk, but there is no rashness, where advantages outweigh disadvantages.

What I mean by graceful degradation,” continued Chuck as Sarah filled his plate, “is that there’s no longer a way to revert to previous technology if something fails.” “Example?” “Like this logistics thing that screwed up shipping. Everything is ‘just in time,’ with a handful of central warehouses located in the middle of nowhere that stock almost nothing.” “So no local stock if the supply chain gets disrupted?” “Exactly. The complex systems supporting cities are balanced on a knife’s edge. Knock out one supporting leg—logistics, for instance—and poof,” said Chuck, blowing on his hand, “the whole thing goes down. Supply chain attack is the big weakness.” “So

Our enemy may have evolved the ability to rewind time, but humanity had evolved a few tricks of its own. There were people who could keep a Jacket in tip-top condition, people who could conjure up strategies and handle logistics, people who could provide support on the front lines, and last but not least, people who were natural-born killers

Experience has shown that the mass-armies of “democratic” states fight with greater zeal when they are animated by hatred and supported by a hate-crazed populace that fancies it is fighting a holy war. Lies have therefore become military equipment, a kind of mental logistics; but it is the essence of such propaganda that its spuriousness is known only to the persons who manufacture it. The model of such operations is the famous lie-factory managed by Lord Bryce during the First World War, in which a corps of expert technicians forged photographs, while expert liars, including Arnold Toynbee, concocted stories of “atrocities” to inspire the emotionally overwrought British with a fanatic’s hatred of the incredibly bestial Germans and with a noble Christian ardour to kill them.

At some point americans forgot that it's not enough to talk about equal opportunity, democracy and freedom. These things need to be protected and supported by concrete actions. Something that americans of recent decades have neglected to do. The implications of this are profound. In more cases than not, the guilt and frustration that americans feel about their difficulties in life and their anxieties almost certainly do not arise from any personal failings. The United States today puts the people, even people who are doing well into intensly stressful logistical nightmare that is exhausting. Why do americans have to put themselves through this when there are other ways of life proved and in place already functioning well for the combined 26 million people of the Nordic region?

connection is downgraded to a logistical role. This form of interaction now has two goals: to help set up and arrange conversation, or to efficiently transfer practical information (e.g., a meeting location or time for an upcoming event). Connection is no longer an alternative to conversation; it’s instead its supporter.

You could throw everything you had at a problem—firepower, manpower, logistical support. You could get a lot of really smart people working on it. You could even get a lot of people to sacrifice their lives for it. And, in the end, might be all you’ve got is the same problem and a higher body count.

And I ran hard into a truth I’d known since Iraq. You could throw everything you had at a problem—firepower, manpower, logistical support. You could get a lot of really smart people working on it. You could even get a lot of people to sacrifice their lives for it. And, in the end, might be all you’ve got is the same problem and a higher body count. Forget saving the world. Sometimes you can’t even save one small child.

SMEAC. And now I had heard one off the cuff. Situation: We’re leaving here and closing the Fire Support Base. Mission: We will stand lines at Camp Carroll. No enemy expected. Execution: Choppers at 0800. Platoons in order, CP to follow first platoon. Admin and Logistics: Chow at Carroll followed by relieving other company in place. Command and communications: Get your frequencies, ask me if any questions.

Instead, knowledge of past wars establishes only wide parameters of what we can legitimately expect from new ones. The scale of logistics and the nature of technology changes, but themes, emotions, and rhetoric remain constant over the centuries, and thus generally predictable. Athens’s disastrous 415 B.C. expedition against Sicily, the largest democracy in the Greek world, may not prefigure our war in Iraq. (A hypothetical parallel to democratic Athens’s preemptive attack on the neutral, distant, far larger, and equally democratic Syracuse in the midst of an ongoing though dormant war with Sparta would be America’s dropping its struggle with al-Qaeda to invade India). But the story of the Sicilian calamity and the changing Athenian public reaction to it, as reported and analyzed by the historian Thucydides, do instruct us on how consensual societies can clamor for war—yet soon become disheartened and predicate their support only on the perceived pulse of the battlefield.

The cost of the journey is paid to Kumaon Mandal Vikas Nigam and Indo Tibetan Border Police. A few hundred dollars are paid on Chinese side for logistics support.

Topics & Questions for Discussion In Chapter One, “Cyrus Jones and the Magic Funeral,” Asha describes Cyrus as “mostly human, a little bit cartoon, a tiny bit ghost.” Having read the book, what do you think of Cyrus as a character? Have you met anyone like him in real life? Think back to your high school crush(es). Do you recall that first feeling of attraction? How would you react if you happened upon that person now? What does Asha’s relationship with her older sister Mira bring to story? How does she add to your understanding of Asha as a person? Jules is a source of support, emotional and financial, for Cyrus and Asha. What other roles does he play in the novel? Recall the manifesto Cyrus writes in Chapter Three: “We don’t try to convince people to buy things We don’t spy on anyone We don’t sell our souls (we don’t sell anything) and We are equal partners and make all decisions together.” Did you predict any of these points might falter? Were you correct? Consider what kind of workplace Utopia is. Would you like to work there? What elements would you like to see in your current work situation? At the end of Chapter Five, Asha thinks about the cultural differences between her and Cyrus, contemplating his “whiteness.” To what extent do you think their differences affect their understanding of each other? Have you had to think about cultural differences in a similar way? Besides WAI, several other app ideas are mentioned in the novel: Consentify, LoneStar, Buttery, Flitter, and so on. Discuss your favorite, or if you have any other start up ideas. Asha, Cyrus, and Jules must delve into all the logistical aspects of starting and growing a business, from assembling the right team to sourcing funding. What seem to be the biggest challenges to starting a business? The novel deals with themes of gender dynamics and white male privilege throughout. At what points can you see these dynamics at play, and how do the characters respond? If you were Asha’s friend, or family member, how would you react to her relationship with Cyrus? Would you have warned her or supported her? What does or doesn’t seem to work about their marriage?

Just remember that a mix is good. Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager

The 5C structure is generic—useful to product, marketing, and more—whereas the way we presented the sections in this chapter is very focused on product management. It’s good to know what the “C”s stand for because you’ll likely hear 5C mentioned. Plus if you need to do a situational analysis on your feet in a meeting or interview, it’s relatively easy to remember. Company: This refers to the company’s experience, technology, culture, goals, and more. It’s similar to the material we covered in the “Why Does the Company Exist?,” “How Do We Know If Our Product’s Good?,” and “What Else Has Been, Is Being, and Will Be Built?” sections. Customers: Who are the people buying this product? What are the market segments? How big are they? What are people’s goals with buying this product? How do they make buying decisions? Where do they buy this type or product? This is similar to what we covered in the “Customers and Personas” and “Use Cases” sections. Collaborators: Who are the external people who make the product possible, including distributors, suppliers, logistical operators, groundwork support personnel, and so on? Competitors: Who is competing for your customers’ money? This includes actual and potential competitors. You should look at how they position their product, the market size they address, their strengths and weaknesses, and more. Climate: These are the macro-environmental factors, like cultural, regulatory, or technological trends and innovations.

Now you have the demand for chemical manufacturing or mixing. How do you decide which company is the best choice? Improper selection may lead to long delivery time, poor quality or waste of time and money. If you choose well, you will be surprised to find how much value your partner has added to your production process. 5 criteria for selecting the best chemical manufacturer These are some of the qualities and items looking at your chemical manufacturer: 1. Function First, you must know whether the manufacturer can complete the work. Depending on your product development level, this may mean simple mixing or a full range of services from R & D to transportation. Assuming you need a turnkey solution, the following are your considerations: Research capability: if your formulation requires some work, the ability of your chemical manufacturer in the R & D, laboratory scale and expansion stages will be crucial. It should help you determine whether a new product can be safely and successfully mass produced through testing, pilot batch and other methods. Handling capacity: the company should be able to react and handle a wide range of different chemicals, including green products and harmful substances. More importantly, it should be able to combine these into any necessary combination to deliver a customized end product. Logistics capacity: packaging, repackaging, private labeling and printing, marketing support and transportation are all important considerations. A manufacturer that can easily deal with all these problems is an incredible value-added, especially in the transportation of chemicals, which often requires a lot of regulatory requirements. 2. Capacity Just as important as asking the manufacturer if it can produce your chemicals, can it produce your chemicals on the scale you want? Can it be completed in time before the deadline? This requires not only sufficient chemical mixing tanks, but also a series of special reaction, grinding, distillation and other equipment to deal with hazardous or flammable materials when necessary. This also means having enough storage capacity to store your products until you are ready to ship. In fact, if the manufacturer's capacity is much larger than what your project currently needs, you can expand at any time, if necessary. 3. Certification and registration Certification and registration can prove the quality management of chemical manufacturers, the ability and legal authority to deal with chemicals (especially hazardous substances), and their concern for the environment. Some of these qualities are just the added benefit of hiring the company, while others are the basic requirements you must meet before you delegate your business to them. Certification and registration are usually obtained through strict inspection by independent institutions or government departments. They must be updated regularly to remain valid, usually once a year or twice a year. 4. Quality assurance ISO 9001:2015 certification is a simple way to measure whether a manufacturer has a thorough quality management system, but if it fails to pass the certification, you need to ask what kind of system is in place. For example, keeping detailed batch production records can accurately identify at which stage of production a batch has a problem. 5. Company profile By analyzing these characteristics of the company, you can choose chemical manufacturers like other business partners.

COUPLES HAVING BARIATRIC SURGERY TOGETHER It happens more and more often: Two people will have bariatric surgery together. It is difficult being the patient. It can also be trying for the significant other. When couples have the surgery together, it can be twice as hard. Each person has the problems of both the patient and the significant other. I have found that people in healthy relationships do well together, but those having problems often see increased relationship difficulties after surgery. If you plan to have the surgery with a partner, try to remain independent as far as exercise and food choices. Working out together is a bonus, but do not get into the habit of skipping workouts because your partner cannot participate. Do not let your partner be in charge of your habits. Good communication is the key to a couple’s success. Before the surgery, discuss the logistics of the changes you must make. After the surgery, talk to each other weekly about your feelings regarding the surgery and the changes you are both experiencing. It is possible to grow much closer as a couple as a result of this experience. There will be a tendency to talk each other into tiny cheats. Typically, this is how it works: “C’mon, let’s just have a little bit. We deserve it.” Having the surgery together represents some increased challenges, but has the potential for increased excitement and support. Keep communication flowing and problems will be minimized.

To realize any dream, we need support networks, for both emotional and logistical reasons. It takes an army. Literally.

If the Japanese were not totally blind to logistics, they were at least vision-impaired. They operated their forces with the barest minimum logistics support, often beginning operations with insufficient supplies to carry them through to completion.

Machine learning has been through several transition periods starting in the mid-90s. From 1995–2005, there was a lot of focus on natural language, search, and information retrieval. The machine learning tools were simpler than what we’re using today; they include things like logistic regression, SVMs (support vector machines), kernels with SVMs, and PageRank. Google became immensely successful using these technologies, building major success stories like Google News and the Gmail spam classifier using easy-to-distribute algorithms for ranking and text classification—using technologies that were already mature by the mid-90s. (Reza Zadeh)

The United States could not win the war if blacks continued as sharecroppers down South. The South was not an important area either politically or economically as far as the internationalists were concerned. (“The white South,” Myrdal wrote, “is itself a minority and a national problem.”) It was important only as a source of much-needed labor, at a time when most white southerners concurred because they no longer needed them to chop or harvest cotton and considered migration a simple solution to their biggest social problem. The foundations which did the thinking for the internationalist ruling class quickly realized that that flow of labor into the factories of the industrial North was impeded less by the system of political segregation in the South than by what they would eventually term the de-facto housing segregation in the North, which meant, in effect, the existence of residential patterns based on ethnic neighborhoods. The logistics problem facing Louis Wirth and his colleagues in the psychological-warfare establishment was not so much how to move the black up from the South — the wage differential and the railroads would accomplish that — but rather where to put him when he got there. Northern cities like Chicago, Detroit, and Philadelphia were essentially an assemblage of neighborhoods arranged as ethnic fiefdoms, dominated at that time by the most recent arrivals from Southern and Eastern Europe as well as the Irish and Germans. As Wirth makes clear in his sociological writings, any group that has this kind of cohesiveness and population density had political power, and the question in his mind was precisely whether this political power was going to be used in the interests of the WASP ruling elite, who needed these people to fight a war that had nothing approaching majority support among ethnics of the sort Wirth viewed with suspicion. This group of “ethnic” Americans posed a problem for the psychological-warfare establishment because it posed a problem to the ethnic group that made up that establishment. This group of people constituted a Gestalt - ethnic, Catholic, unionized, and urban - whose mutual and reinforcing affiliations effectively removed them from the influence of instruments of mass communication which the psychological-warfare establishment saw as critical in controlling them. If one added the demographic increase this group enjoyed — as Catholics they were forbidden to use contraceptives — it is easy enough to see that their increase in political power posed a threat to WASP hegemony over the culture at precisely the moment when the WASP elite was engaged in a life-and-death struggle with fascism. It was Wirth’s job to bring them under control, lest they jeopardize the war effort.

At the height of the Thirty Years' War (1618-48), France found itself bankrupt, unable to rely on mercenaries and proxy forces, and in possession of a corrupt and moribund army. The government solved this problem through the creation of a modern civil service to administer the army, organize and regulate it, and better support it through regular management and logistics. The result, by the end of the seventeenth century, was the most powerful, professional, and advanced military in Europe.

Examples of common algorithms used in supervised learning include regression analysis (i.e. linear regression, logistic regression, non-linear regression), decision trees, k-nearest neighbors, neural networks, and support vector machines, each of which are examined in later chapters.

This was the thing that would strike me not just during the London summit but at every international forum I attended while president: Even those who complained about America’s role in the world still relied on us to keep the system afloat. To varying degrees, other countries were willing to pitch in—contributing troops to U.N. peacekeeping efforts, say, or providing cash and logistical support for famine relief. Some, like the Scandinavian countries, consistently punched well above their weight. But otherwise, few nations felt obliged to act beyond narrow self-interest; and those that shared America’s basic commitment to the principles upon which a liberal, market-based system depended—individual freedom, the rule of law, strong enforcement of property rights and neutral arbitration of disputes, plus baseline levels of governmental accountability and competence—lacked the economic and political heft, not to mention the army of diplomats and policy experts, to promote those principles on a global scale.

Of those involved in the months-long Oso Disaster Search, I often think of the many that we did not see. We didn’t see the civilian volunteers who built the urgently needed bypass road on the south side of the slide. We didn’t see the FEMA staff who set up tents and provided incident command logistics. We didn’t see the community members who cooked and emptied their shelves to deliver shovels, gloves, and flashlights to the Darrington and Oso fire stations. We didn’t see the medical examiner’s staff who worked so hard to identify victims. We didn’t see the helicopter support crews who provided gas, service, and maintenance to keep them flying. We didn’t see the girl scout troop who prepared and delivered baskets of treats and toys for the dogs.

If Southern Baptist churches sent just 1 percent of their members to reach the nations and peoples of the world, instead of five thousand there would be 160,000 missionaries (according to our reported membership of sixteen million in 2009). The support should not be a problem—not financially, logistically, or in human resources. Could not 99 percent of the church adequately support the 1 percent sent to the nations to fulfill the mission of God?

Congo, during the first six months of its existence, would have to deal with a serious military mutiny, the massive exodus of those Belgians who had remained behind, an invasion by the Belgian army, a military intervention by the United Nations, logistical support from the Soviet Union, an extremely heated stretch of the Cold War, an unparalleled constitutional crisis, two secessions that covered a third of its territory, and, to top it all off, the imprisonment, escape, arrest, torture, and murder of its prime minister: no, absolutely no one had seen that coming.

People are down on Evangelicalism these days, but even my earliest years of life showed me that Evangelical churches are great at doing a whole lot of important things. When an active member of an Evangelical church dies, the family of the departed receives immense support during their grieving. Dealing with the influx of casseroles and baked hams delivered to the homes of the bereaved can become a logistical issue, and their grass is mowed as if by elves. What I'm saying is that it's easy to stand on the outside and dismiss Evangelicals as crazy Fundamentalists, but this misses most of what the movement really is (or, at least, is supposed to be). I'm not an Evangelical anymore, but it was Evangelicals who showed me how to...be a good employee and how to live my life with integrity. And Evangelicals were there for me when my life fell apart.

There were the men who gave and took death in battle. There were the other men who shuffled papers and cooked beans and such, logistic support for the fighters. The army could keep them separate. In a ship, they all went into battle together. You could not make the distinction between man and man. It had to be made within each man, and each man had constantly to make it for himself.

For sixteen years since 9/11, Pakistan has aided the American forces in Afghanistan by providing logistical support while providing a haven to their enemies at the same time. As a result of this dichotomy, some factions of Taliban have turned on Pakistan and attacked Pakistani civilian as well as military targets. Pakistan has lost America’s trust as American critics accuse Pakistan of acting as arsonist and firefighter in Afghanistan at the same time.

Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager

Eisenhower found the difficulties he faced “nerve-wracking. Ordinarily,” he later observed, “a commander is given, along with a general objective, a definite allocation of forces upon which to construct his strategical plan, supported by detailed tactical, organizational, and logistical programs. In this case the situation was vague, the amount of resources unknown, the final object indeterminate, and the only firm factor in the whole business our instructions to attack.