Cmt Jones Value Chain Analysis

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Have you every thought about every food item you consume in a day? Where does it come from and how did it get to your plate? The activities required for food items to be extracted from its source and delivered to your plate must go through a cycle called a value chain. It consists of 2 sections; primary activities and secondary activities. Primary activities involved are inbound logistics, operations, outbound logistics, marketing and sales, and service until it reaches the hands and mouths of the consumer (Porter, 1985). Secondary activities include procurement, human resource management, technological development and infrastructure (Porter, 1985). The value chain requires both primary and secondary activities to work efficiently and effectively to ensure that goods get passed down stream to the market. Businesses invest in value chains as they are designed to enhance the value of the product through “effective coordination of operational and organizational support activities” (Gooch, 2005). This paper aims to define two food items consumed during breakfast and track their value chain from start to finish, focusing on the primary activities. The two food items to be discussed in this paper is Tim Hortons coffee and BC eggs. Tim Hortons value chain aims to illustrate environmental impacts, and BC eggs value chains aims to illustrate economic impacts.

-Exemplary Supervisor. Petty Officer Brickhouse led, trained, and qualified eight personnel in daily watch routine requirements. He maintained custody of 18 Electronic Key Management System line items during watch to watch turnover with zero discrepancies. Additionally, he earned the Enlisted Information Dominance Warfare Specialist designation and conducted training for three Sailors in Maintenance, Material, and Management (3M).

Sergeant Willins is enthusiastically recommended for the Navy and Marine Corps Achievement Medal for meritorious service while serving as a member of the Marine Corps Cyberspace Warfare Group (MCCYWG), U.S. Marine Corps Forces Cyberspace Command from December 2015 to September 2018. During this period, Sergeant Willins consistently performed his duties in an exemplary and extremely effective manner. Sergeant Willins' initiative, maturity, and subject matter expertise were a driving force behind the success of cyberspace operations for MCCYWG and the National Security

Master Sergeant Jeffrey J. Baker distinguished himself throughout a 25-year career through exceptionally meritorious service in a succession of positions of great responsibility to the Army and to the nation. Previous leadership positions of significant achievement include Human Resources Operations Branch (HROB) NCOIC, 82d Sustainment Brigade, Fort Bragg, North Carolina; Advanced Individual Training (AIT) Series Chief and Headquarters/Alpha (HQ/A) Company First Sergeant, Fort Jackson, South Carolina. MSG Baker's career culminated as the First Sergeant of the Headquarters and Headquarters Company (HHC), 369th Adjutant General Battalion, U.S Army Soldier Support Institute (USASSI), Fort Jackson, South

General Hugh Shelton was selected as a leader for this assignment since I served in the United States Army’s Group Support Company, 3rd Special Forces Group as he was the Commander in Chief of the United States Special Operations Command before he was nominated as the Chairman of the Joints Chiefs of Staff. General Shelton was the 14th Chairman for the Joint Chiefs of

SPC Jones achieved the XVIII Airborne Corps Noncommissioned Officer Basic Leader Course graduation requirements with an overall 94.33 % grade point average. She exceeded the Army standard by scoring 273 points on her APFT. SPC Jones has exhibited unwavering motivation from beginning to end through her constant pursuit of perfection. Her relentless effort to excel was seen in every evaluation which resulted in her ability to achieve outstanding results in 11 of 12 evaluations. SPC Jones took her leadership role seriously and her ability to communicate with purpose, respect and confidence commanded the respect of her peers. She demonstrated true team cohesion by not only putting out information but by helping when needed even when in a

-As a Marine Security Guard, Sergeant Treadwell was charged with providing armed internal security for the United States, Department of State, and its Diplomatic Missions. His responsibilities included security inspections throughout the Post to safeguard all classified material. His responsibilities also included controlling access into the facilities by monitoring security equipment and providing escort for all non-cleared personnel when required. He also provided immediate security to the facility and its surroundings in the event of an emergency as directed by the Ambassador or Regional Security Officer. He assisted in preparing for Regional semi-annual

SNC’s five paragraph order was delivered meek tone which lacked authority and command presence; SNC appeared aloof and distant throughout the brief. SNC’s Situation paragraph included fabricated information contrary to what the evaluator briefed; these omissions caused the squad to not understand the mission. SNC briefed specific, relevant tasks but failed to brief any coordinating instructions beyond “attack begins immediately after this order.” SNC briefed Admin and Logistics as “unchanged since the last order.” SNC’s brief was punctuated with filler words. SNC departed towards the objective without the ammo cans required to complete the mission. During movement to the objective, dispersion was poor; at most times 5 candidates were

After being appointed by the commander, SPC Jones showed dedication and responsibility and into an important role as the units Equal Opportunity Representative for nine months. Not only did SPC Jones do this to the best of his ability but he received an "Exceeds Standards" on the last command

SGT Jones served as a 92F squad leader in 3d CR, RSS, Support troop. She provided flawless fuel distribution, scheduled reports and ensured timely fuel resupply, as a result Packhorse troop never went black on fuel. SGT Jones is directly responsible for ensuring her platoon was in compliance with all OSHA, HAZMAT and safety regulations. She trained and rehearsed seven Soldiers to be reactive and proactive in refuel operations and safety procedures resulting in flawless execution of all

2. The applicant states he served in a combat role with Company C, 4th Battalion, 47th Infantry Regiment, 9th Infantry Division throughout 1967 in the Mekong Delta, South Vietnam. With his unit, he participated in excess of 25 air mobile combat missions during his tour of duty. His entire chain of command to include the Battalion Chaplain received the Air Medal; however, he was overlooked despite accompanying them on all of the combat missions. The surviving leaders of his unit to include Congressman McKeon support his request.

SPC Jones distinguished himself while assigned to 1st platoon, C Company,1st Battalion,26th Infantry Regiment through clear and sincere dedication to duty, his exceptional critical thinking, and genuine desire to serve soldier in support of the CSM ammunition supply point operation. Performing duties such as organizing ammunition pick up,to operation safety and organization. He has always gone above and beyond his duty.

-Acting as the Communications Embark Chief for PALMFEX, Lance Corporal Martin lead from the front, and accounted for both cryptographic and non-cryptographic equipment totaling $634,291 worth of communication assets. Lance Corporal Martin drafted and finalized all Standard Form 153’s COMSEC material reports, and hand receipts for all communications equipment used in PALMFEX. He also properly distributed the equipment to the elements of PALMFEX that required additional communication which is crucial in communication security (COMSEC) accountability.

The commander’s intent is a critical part of mission command. The commander, through the commander’s intent, must blend the art of command and the science of control that integrates all joint warfighting functions. ADM Wesley McDonald, Commander US Atlantic Command (LANTCOM), failed to convey the commander’s intent to the joint force for Operation Urgent Fury. This failure promoted misunderstanding and mutual trust issues among the joint force that affected the integration of joint functions such as intelligence and sustainment.