Over the next decade, the company said the trade deal could also indirectly lead to as many as 40,000 jobs along the supply chain.Related: Donald Trump slams Pacific free trade deal”Our employees and our business depend on free trade and the ability to reach athletes and consumers around the world,” said Nike CEO Mark Parker.Nike said the deal would encourage free trade and help it innovate. The deal would also eliminate certain tariffs Nike has to pay on footwear imports. Government estimates an agreement would add $223 billion per year to the global economy by 2025.But critics argue that the trade pact will hurt American workers and business.Senator Bernie Sanders, a Vermont Independent who is a candidate for President in 2016 election, called on Obama to cancel his trip to Nike.Related: Obama steps in with outsourcer at NikeSanders said Nike has used free trade deals to send tens of thousands of jobs to Vietnam and other low cost countries.”Nike epitomizes why disastrous unfettered free trade policies during the past four decades have failed American workers, eroded our manufacturing base and increased income and wealth inequality in this country,” Sanders wrote in a letter he sent to the president Wednesday.Related: This is Nike’s secret weaponMeanwhile, members of the AFL CIO labor group were planning to protest Obama’s visit, according to a spokesman.The president of the union’s Oregon chapter, Tom Chamberlain, wrote in the Salem Statesman Journal that the trade agreement is a gift to big companies at the expense of middle class families.”We don’t need another trade deal that benefits multinational corporations, their shareholders and executives,” said Chamberlain.
When i was travelling overseas extensively ( 2003 to 2007), i was in the highest status in Lufthanza, BA and AI. Now i am back to a normal traveller in all these and rebuilding points. You bet, when i fly overseas these days, the simple criterion is which airlines offer the best value and price and not how many points gets added..
Nestl faced an ever competitive market with a distributed franchise like conglomerate of companies. The business process within each division was different, forecast demand planning varied from one group to another and vendor management was non existent. One vendor could charge the company 29 different ways for vanilla and there was no way of catching this glaring incongruity.[Wor02] This presented at once a challenge and an opportunity for the company to create a single system that would eliminate the waste, create greater efficiencies of scale and cut costs by charging the vendors the same price and forecasting demand in a manner that was respected by the factories[Wor02].