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workable Wal-Mart has accurate sales projections by store, enabled by a very powerful data-mining operation Accurate projections make it feasible for Coca-Cola to bear the inventory risk and manage its manufacturing costs and schedule Wal-Mart s data also let Wal-Mart manage the shelf space devoted to Coke effectively for example, by stocking shelves with Coke in the most popular container sizes, on demand, where needed Significant risks have already been displaced by Wal-Mart onto CocaCola The obvious next step is for Coca-Cola to displace some portion of its risks farther down the value chain, to Coca-Cola s suppliers It won t be long before everybody in Coca-Cola s value chain isn t paid until WalMart s customer buys a six-pack of Coke A lot of trust is required to make that work, and trust is based in part on disclosure.

Everybody needs to know what s been sold, when, and where, and who s going to get paid for it When there s a problem, everyone needs to know who s going to fix it Nobody gets paid until everybody s done their job Very soon, everybody in Coca-Cola s network will know who s delivering perfect orders (the right stuff, to the right location, with acceptable quality, on time) and who isn t Without that kind of performance information, it s impossible to surface and resolve problems rapidly, wherever they occur, anywhere in the network Participation in this value chain will force the elimination of secrets Everyone will know the capabilities of everyone else in key performance areas Everyone will know everyone else s failures As in professional sports, no one will tolerate a player who can t cut it and can t fix it.

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The technology needed to make this kind of shared risk happen throughout a value chain is already available All that s required is demand from dominant players That demand is building now..

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final accounting after the close of escrow. He or she also oversees the signing of all legal documents.

(Publisher: John Wiley & Sons, Inc.) Author(s): Carl Franklin ISBN: 0471314986 Publication Date: 02/01/99

Or else they may inappropriately inactivate circulating ionized sodium (Na+), storing sodium in an osmotically inactive form, thereby exacerbating the hyponatremia and the hypoosmolality (Noakes et al 2005a) It is probable that affected athletes choose to drink too much because they have absorbed the prevailing, but unproven, doctrine of the dangers of dehydration the dehydration myth (Noakes 1995, 2004a, 2006b; Noakes & Speedy 2006, 2007) from other athletes, coaches, race organizers, well-meaning exercise scientists and sports physicians, and the sports media, including advertisements sponsored by the sports drinks industry, all of which take their direction from the apparently authoritative and widely circulated guidelines of the ACSM and other in uential organizations, such as the International Olympic Committee Currently, only the US Army has issued a rm directive distancing itself from the the maximal amount that can be tolerated dictum Thus: The dangers of drinking too much water (>1 1.

A-13

needed, the allocation of functions to components will be onto, as shown in the bottom left of Figure 9.3. An onto functional allocation is one-to-one when the number of functions and components is the same, as shown in the bottom right of Figure 9.3. Note that the mapping of functions to components was picked consciously, rather than the mapping of components to functions. Allowing two components to be mapped to the same function is consistent with the de nition of a mathematical function but should be avoided by the engineers of a system. When two components are performing the same function, it will not be possible to segment the responsibilities of the components until the functional and physical architectures are examined in greater detail; this defeats the purpose of iterating through the engineering process as suggested by the Vee model and most engineers of systems. 9.3.1 De ne the Allocation Problem

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