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7. Devise implementation and monitoring plan. Savings captured and valueadded opportunities should be documented and presented to stakeholders in an acceptable format. Hard dollar savings should be emphasized, but soft savings also must be noted. A communication plan to roll out the benefits should be developed, with distribution of a written business case, followed by a face-toface presentation to discuss tangible and intangible benefits and any issues that may arise. Also, a transition plan and scorecard of key measures should be developed along with a system to track the savings and value-added activities identified in the business case. Structuring the Business Case for Maximum Impact The business case should be clear, concise, and focused on the benefits that are measurable and valued by stakeholders, Crimi and Kauffman emphasize. They also suggest a table of contents to include: Executive Summary and Supplier Recommendations. Specific Business Cases to the Organization s Business Units. Additional Total Cost of Ownership Opportunities. Some of these include material substitutions for specific changes, transaction cost savings for e-commerce, inventory savings through vendor stocking, and value-added savings for process improvements. Service Levels/Nonprice Evaluation. These parameters might include geographic coverage, logistics advantages, lead time/cycle time improvements, quality/reliability, technology advantages, supplier diversity, and manpower dedicated to alliance. Implementation. Implementation plans and issues should be outlined with a timeline identifying who will do what, when, where, and how. Business unit interfaces between teams or persons presenting the business case, as well as the suppliers, should be noted with action items, they maintain. Request for Business Unit Concurrence to Proceed. Finally, a request to review the business case should be made with a specific response date.

review the work of another psychologist whose professional conduct is in question. (See also Standard 1.02, Conflicts Between Ethics and Law, Regulations, or Other Governing Legal Authority.)

Electronic ordering through the medium of a domestic television set and telephone can take place via a computer terminal. In America, the department store group Saks became the rst upmarket retailer to enter the market in 1993. Its rst one-hour show brought sales of $575 000 of its own label casualwear range. Teleshopping has the potential to effect major changes in shopping patterns. Its impact on the retail fashion market in the UK, in such areas as mail order, will develop over the coming years, in uenced by consumer acceptance and its own cost effectiveness. Digital television will offer increased possibilities in this area, particularly in respect of those who lack the time or enthusiasm for more conventional

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We have used the Ohio trade department offices in overseas markets to do the groundwork, finding new distributors, and saving us travel costs and personnel time, said the export coordinator at a 1,500-employee company. We initiated a duty drawback program, which returned $18,000 to the company the first year, said the traffic coordinator at a 33-employee Maryland industrial goods exporter.

Act-deontology draws attention to two important points. First, it reminds us that no moral rule can be applied with absolute con dence just because it has turned out well in the past. Each new situation however similar it might appear to a past one is unique (as time moves on people and circumstances change inexorably). Surprising things happen and hidden factors can come into play. Therefore it is morally inadequate to stick unthinkingly to rules and convention. Each circumstance is singularly alive and requires the fullest possible attention from the health worker. Simply to do what you have been told, or to carry out your work as if every single aspect of it is routine, is to shut your mind to the importance of yourself and the people in whose lives you intervene. Second, act-deontology explodes the myth that a professional is somehow different from a non-professional. Pompous people think professional judgements are different in kind from those made at home or on holiday. But act-deontology rightly insists that a person should be true to himself in every situation. Being a professional for a time is just another occasion in which authenticity is necessary. There are always choices to be faced: not least the choice between doing what one is contracted to do, and doing what one thinks ought to be done (a common tension for modern health professionals).

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