CHEP Final Presentation

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Information about CHEP Final Presentation
Design

Published on June 24, 2013

Author: LincolnNeiger

Source: slideshare.net

Description

This presentation follows the process of a a group of service design students at SCAD working with CHEP, a pallet pooling company. We researched the company's ins & outs to design a management dashboard to help CHEP better deliver their service. The dashboard we created included three separate views: the first consisting of CHEP's Key Result Indicators (KRIs), helping them maintain a balanced scorecard; the second showing CHEP's Key Performance Indicators (KPIs), helping them keep track of their performance; and the third showing numbers pertaining to service recovery, helping CHEP to keep up with their customers' satisfaction.

MANAGEMENTDASHBOARD

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPMANAGEMENTManagement dashboards focus on performance indicators,and enable executives, managers, and employees to measure,monitor and report key metrics, milestones and activitiesnecessary to achieve organizational goals.DASHBOARD

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPBALANCEThe balanced scorecard is a strategic planning and managementsystem that is used extensively in business and industry to alignbusiness activities to the vision and strategy of the organization,improve internal and external communications, and monitororganization performance against strategic goals.SCORECARDFinancialInternalProcessCustomerEmployeeSatisfactionEnvironment/CommunityLearningand GrowthCSF

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPVISIONLONG-TERM OBJECTIVESSTRATEGIES FORGROWTH AND PRODUCTIVITYSUCESS FACTORSPERFORMANCE MEASURESBALANCEDSCORECARD

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPCHEPWe decided to work with CHEP in order to learn more about howa service organization operates from a business to businessperspective. CHEP is the leading provider of pallet, container,and crate pooling services for many of the world’s largestsupply chains.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPVALUES CORPORATE STRATEGIESCHEP is focused on continuosly improving and developing more efficient,safer, and enviromentally sustainable supply chains.-All things begin with customer.-We have a passion for succes.-We are committed to safety, diversity, people andteamwork.-We believe in a culture of innovation-We always act with integrity and respect for thecommunity and the enviroment.- Deliver High Quality and Durable products- Supply wordwide network of offices and repaircenters- Take advantage of continual innovation- Environmentally sustainable projectsCHEPImprove Order ProcessingSimplify InvoicingImprove Audit ProcessStrategic PartnershipLONG-TERM OBJECTIVES

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPVALUES CORPORATE STRATEGIESCHEP is focused on continuosly improving and developing more efficient,safer, and enviromentally sustainable supply chains.-All things begin with customer.-We have a passion for succes.-We are committed to safety, diversity, people andteamwork.-We believe in a culture of innovation-We always act with integrity and respect for thecommunity and the enviroment.- Deliver High Quality and Durable products- Supply wordwide network of offices and repaircenters- Take advantage of continual innovation- Environmentally sustainable projectsCHEPImprove Order ProcessingSimplify InvoicingImprove Audit ProcessStrategic PartnershipLONG-TERM OBJECTIVES

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPVALUES CORPORATE STRATEGIESCHEP is focused on continuosly improving and developing more efficient,safer, and enviromentally sustainable supply chains.-All things begin with customer.-We have a passion for succes.-We are committed to safety, diversity, people andteamwork.-We believe in a culture of innovation-We always act with integrity and respect for thecommunity and the enviroment.- Deliver High Quality and Durable products- Supply wordwide network of offices and repaircenters- Take advantage of continual innovation- Environmentally sustainable projectsCHEPImprove Order ProcessingSimplify InvoicingImprove Audit ProcessStrategic PartnershipLONG-TERM OBJECTIVES

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPVALUES CORPORATE STRATEGIESCHEP is focused on continuosly improving and developing more efficient,safer, and enviromentally sustainable supply chains.-All things begin with customer.-We have a passion for succes.-We are committed to safety, diversity, people andteamwork.-We believe in a culture of innovation-We always act with integrity and respect for thecommunity and the enviroment.- Deliver High Quality and Durable products- Supply wordwide network of offices and repaircenters- Take advantage of continual innovation- Environmentally sustainable projectsCHEPImprove Order ProcessingSimplify InvoicingImprove Audit ProcessStrategic PartnershipLONG-TERM OBJECTIVES

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPINITIAL RESEARCH

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPCORE SERVICEShipping Product PoolingServicesFACILITATING SERVICESCHEP Portfolio +Plus,LeanLogisticsENHANCING SERVICESProduct Delivery andCollection,Electronic Data InterchangeDELIVERY SYSTEMService CentersCHEP Portfolio +PlusSERVICEPACKAGE

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPTRIGGERCHEP service center issuespallets to suppliers, manufac-turers and growersProducts are loaded ontoCHEP equipment andshipped through the supplychainReceiving business unloadsthe goods and returns thepallets to the nearest CHEPService CentreCHEP inspects andconditions all returned pallets(to ensure they meet qualitystandards)Equipment is preparedfor re-use.SERVICEDELIVERY SYSTEM

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPCustomerLogistics ManagerSales RepresentativeDepot ManagerDriverSecurity OfficersInvoice ClerkPallet ClerkSuppliersContractorsSTAKEHOLDER MAP

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPINITIALBLUEPRINT

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPINTERVIEW“The US model is more streamlined from themanufacturer’s side, but then it gets weak.”-We learned about supply chain operations and where CHEP fits in.-Our contact, Dale told us how CHEP already offers managementdashboards to each department.-CHEP has over 100 metrics, which helped us grasp what theirKRIs, KPIs, and Service Recoveries were.-CHEP does not deliver the pallets from place to place, once theyare out of CHEPs center the client is responsible.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPRESEARCH REFINEMENT

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPLEIGHTON FARMSApple Juice Co. Leighton Farms is one of the top apple juice distributors in the U.S.They grow and harvest fresh apples, and process them into fresh apple juice.The company is known for the freshness of the juice and apples they deliverto retailers across the country. Taking pride in the quality of their product,Leighton Farms sees the necessity of the secure movement of their productthrough the supply chain and chose CHEP because of the consistent qualityand durability of their products. Understanding the importance of the environment’s health to thesuccess of their product, Leighton Farms takes careful consideration in thesustainability and eco-friendliness of their decisions. By utilizing CHEP’sservices, Leighton Farms can easily transport their products with minimalwaste. And CHEP’s pooling services not only help Leighton Farms reducecosts driven by traditional one-way packaging, but also help the companymaintain a sustainable image. Leighton Farm’s management uses CHEP’sonline customer portal, Portfolio+Plus, to plan and manage daily operationsas well as analyze the company’s pallet activity in real-time. Leighton Farmshas experienced drastic improvements to their operations since implementingCHEP’s services.Goals. To lower the cost of shipping goods. To develop a lasting partnership with CHEPNeeds. To deliver products safely and on time to retailersMotivations. RPC (Reusable platic container) shipping solutionsLEIGHTONfarms

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPTANGIBLE/PHYSICALEVIDENCECUSTOMERACTIONSFRONTSTAGEBACKSTAGESUPPORTSYSTEMSLine of interactionLine of visibilityLine of internal interactionBUILD REPAIRDELIVERSUPPLY COLLECTPortfolio+PlusConditionsor RepairsPalletsTruck ServiceProductsShipped throughSupply ChainReceivesLargeOrderReturns Palletsto ServiceCentreQualityControlProcessesOrderEDILeanLogisticsDebitsCompanyAccountNPSIssuesPalletsTRIGGER PRE-SERVICE DURING AFTERRequestsPalletsReceivesPalletsLoadsPalletsShipsPalletsTracksRequestLogs ontoCustomerPortalManagesShipmentDeliversPalletsOrganizesShipmentsCollectsPalletsRe-deliversPalletsPlaces EquipmentOrder and MonitorsRequest StatusViews Past Orders Monitors Shipmentvia DashboardInspects, Re-pairs, and Condi-tions PalletsBuildsPalletInspectsPalletsRetailerReceivesGoodsPallet! !SERVICEBLUEPRINTWe created a service blueprint, a visual map of the sequence of CHEP’sactivities required for successful service delivery.We used this blueprint to identify problems within CHEP’s service offerings.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPTruck ServiceProductsShipped throughSupply ChainReturns Palletsto ServiceCentreIssuesPalletsAFTERReceivesPalletsLoadsPalletsShipsPalletsTracksRequestManagesShipmentDeliversPalletsOrganizesShipmentsCollectsPalletss Monitors Shipmentvia DashboardInspects, Re-pairs, and Condi-tions PalletsInPRetailerReceivesGoods!SERVICEBLUEPRINTWe created a service blueprint, a visual map of the sequence of CHEP’sactivities required for successful service delivery.We used this blueprint to identify problems within CHEP’s service offerings.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPMEASUREMENT IDENTIFICATION

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPThe critical success factors and the performance measureswithin them that link daily activities to the organization’s strategiesimpact the business all the time, 24/7, and it is therefore importantto measure how the staff in the organization are aligning theirdaily activities to these CSFs.CSF’SPROCESSEFFECTIVECOMMUNICATIONSUSTAINABILITY MINIMIZING RISKINDUSTRY EXPERTISEIMPROVE INTERNALEFFICENCY + PRODUCTIVITYIMPROVE CUSTOMERSUPPLY CHAINCRITICAL SUCCESS FACTORS CONTINUAL INNOVATION

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPCSF’SShare LearningsTransactionAsset ManagmentEducationTransparency# of aquistions andmergers yearto date against previous year# of units in wilderness - # ofunits collected = rogue palletsPercentage of managers withsatisfactory IT literacyNumber of employees for skilledjob functions or positionsPercentage of managers withsatisfactory IT literacyNumber of photos in papers lastmonth, months2 to 3, and 4 to 6Number of positive press releas-es issued to the press in the 30days/60 daysDonations tocommunityIndustry ExpertiseLogisticsSupplier DiversityYears of ExperienceOutsourcingEmployee retentionby department# of high performanceemployees per positionper departmentName, training hours,last recognition date, rewardsNumber of sponsorshipsprojects in past 12 monthsby companyNumber of employees involvedin up-skilling local communityorganizationshave been in the same positionfor over two yearsNumber of projects thatcontractors or consultantsAverage mainframeresponse timePercentage of time IT programdevelopers have spent onprogrammingNumber of IT contractors as apercentage of IT employesssystemsManufacturing wasteper productMoney Saved throughMoney lost from manufacturingwaste : total & saved throughSustainabilityTree FarmsLumber QualityLumber Sources Reduce / Reuse / RecycleCarbon FootprintMinimizingEntries to environment/communityawards to be completed in the nextthree months# of units in wilderness - # of unitscollected = rogue palletsEnergy consumed bydepartmentPercentage of recycledmaterial used as consumablesPercentage of waste generatedfrom concumables and is laterrecycledImprove Customer SupplySave Customer time and moneyPooling Solutions ManagementHiring less EmployeesTransport ServicesIncrease ProductivityCHEPP+# of customers per industryTotal number of customersAll other complaintsTop 10 complaints fromkey customers that have notbeen resolved in 2 hoursAverage response time : goalAverage delivery timeAverage unit cycle timeNumber of processes madefoolproofTop 10 customers# of units that have been shippedwithout going through a servicecenter and the problems / complaints /costs associated with themCapital EquipmentDirect CostsIndirect CostsRevenueLogisticsAverage shipping costs : goalNumber of shipments betweenservice centers per weekAverage time inwilderness : average posses-sion timeAverage revenue perissue : goalmonth for current year againstprevious yearBy industry by current yearagainst previous yearBy product for current yearagainst previous yearCosts associated with eachdepartment across CHEPTotal manufactured units : total costsAverage costs associated withservice recovery : goalAverage Flow - ThroughRatio : GoalBottom 10 service centersBottom 10 customersTop 10 service centersand ProductivityTotal headquarters costs/em-Total repaired units : total costsContinual Innovation Easier for Customers todo BusinessProduct / ServicesTechnologyIncrease QualityFast and Straight-ForwardBusinessesIndustry TrendsPlanned innovations againstprojected timePending innovations againsttime taken and time on holdIn progress innovationsagainst time takenImplemented innovationsagainst time takento implementInnovationPercentage of managers withsatisfactory IT literacyDate of next innovation toour key servicesInvestment in new productsupport and trainingNumber of innovationsimplemented last month byteam, reported to the CEODate of prototype completionPercentage of days where keysystems were backed-upat night this weekInvestment in new productsupport and trainingAverage damaged rate : percentof units returned thatneed repairingTop 10 complaints fromkey customers that have not beenresolved in 2 hoursAll other complaintsMinimizing RiskRisk ManagementNET promoter systemSale WorkEnvironmentLowest scoring NPS questionsAt Service CenterAwaiting RepairDamaged rates perreceptionAverage repairsper weekAverage repairturnaround timeAverage weeklyrepair costsQuality problems detectedduring product auditsInitiatives completed from lastEmployee complaint resolutionUnresolvedcomplaintsList of key customers for whomtime since last order is > xx weeksComplaints not resolved duringEmployee complaint resolutionAnalysis of absenteeismCalls on hold longerthan xx seconds

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPCSF’SShare LearningsTransactionAsset ManagmentEducationTransparency# of aquistions andmergers yearto date against previous year# of units in wilderness - # ofunits collected = rogue palletsPercentage of managers withsatisfactory IT literacyNumber of employees for skilledjob functions or positionsPercentage of managers withsatisfactory IT literacydays/60 daysLumber Sources Reduce / Reuse / Recyclenits Energy consumed bydepartmentPercentage of recycledmaterial used as consumablesPercentage of waste generatedfrom concumables and is laterrecycledImprove Customer SupplySave Customer time and moneyPooling Solutions ManagementeesTransport ServicesIncrease Productivity# of customers per industryal number of customersAverage response time : goalAverage delivery timeAverage unit cycle timeNumber of processes madefoolproofProduct / ServicesIn progress innovationsagainst time takenImPercentage of managers withsatisfactory IT literacyNumber of innovationsimplemented last month byteam, reported to the CEOTop 10 complaints fromkey customers that have not beenresolved in 2 hoursAll other complaintsMinimizing RiskNET promoter systemSale WorkEnvironmentLowest scoAt Service CenterAwaiting RepairDamaged rates perreceptionAverage repairsper weekAverage repairturnaround timeAverage weeklyrepair costsUnresolvedcomplaintsComplaints not resolved duringEmployee complaint resolutionAnalysis of absenteeismCalls on hold longerthan xx seconds

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPMEASUREMENTS1. Revenue, profits, expenses by month for current2. Costs associated with each department acrossChep3. Employee retention by department4. Profit associated with innovation5. Avg. unit cycle time6. Avg. damaged rate: % of units returned thatneed repairing7. Total repaired units : total costs8. Total manufactured units : total costs9. # of customers per industry - total # of customers10. # of acquisitions and mergers year to dateagainst previous year1. At Service center2. Avg. revenue per issue : goal3. Avg. time in wilderness : avg. possession time4. # of units in wilderness - # of units collected =rogue palettes5. # of shipments between service center per week6. Avg. Flow - through ratio : goal7. Avg. shipping costs : goal8. Manufacturing waste per product9. Money saved through sustainable efforts10. Money lost from manufacturing waste : total &saved through sustainable efforts1. Avg. costs associated with service recovery :goal2. Avg. response time : goal3. Lowest scoring NPS questions with current ef-forts to fix them4. Top 10 complaints from key customers that havenot been resolved within two hours5. All other complaints6. # of units that have been shipped to the start of asupply chain without going through a service centerand the problems/complaints/costs associated withthem7. Avg. delivery timeKey Performance Indicators Key Results Indicators Service Recovery

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPWIREFRAMING

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPDASHBOARDS

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPMARK ELLISCorporate Finance Director Mark’s position at CHEP revolves around operational cost efficiency,performance, and profitability analysis. He uses complex financial modelingand detailed management reporting to aid in CHEP’s decision-making and tomeet the company’s corporate objectives. Mark held a previous position atCHEP as a logistics coordinator. His current position enables him to apply histechnical knowledge and supply chain experience to CHEP’s sales operations,aiding in the effective identification of CHEP’s potential opportunitiesand threats. As the director of such an important department, Mark has little timeto focus on the nitty-gritty. He needs to see the most important statistics, andquickly. CHEP’s high-level information dashboard allows Mark to obtain realtime reporting and strategic decision making tools, enabling him to effectivelyvisualize overall performance, identify the financial opportunities that driveprofitability, and manage CHEP’s existing customer base. He can visualizeboth long-term effects of past actions and monitor the impact of day-to-dayhappenings.Goals. To make informative decisions. To identify any critical problemsNeeds. High -level information, simple navigationMotivations. Quick access to critical information

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPUSER SCENARIOIt is a normal day for Mark, heneeds up-to-date information and isconfident he will quickly find all theinformation he needs about CHEPpooling system in his performancedashboard.Mark is able to use his dashboardanywhere he goes in the CHEPfacility. He steps away from hisdesk and he receives a page froma co-worker who has sent out theplastic crates to their current client,Leighton Apple Farm. He wants toknow the most up to date informationon the service recovery because thecrates had yet to arrive at the farm.This information given to Mark on thedashboard gives him a clear visualto give his co-worker the averagedelivery time on pallets.After Mark comes back from ameeting he decides to engagewith his co-workers about the latedelivery of plastic crates this morning.He shows the information on hisScorecard dashboard to show to themexactly how the information works andhow easily accessible it is if there is afailure.Mark arrives to his other meeting andfeels very excited and connectedwith the other co-workers in otherdepartments. The easy visualizationof complaints and other efforts ofinnovation within the company alwaysreminds him of how his experienceand ideas are helping CHEP and theirpooling cycle.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPSCORECARD PERFORMANCE RECOVERY

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPDESIGN AND INTERFACEEasy Access:Upon login, Markcan choose whichdashboard he’d like tostart with.Easy Navigation:Mark may choose tothumb the menu dot atany time, which allowshim to access anydashboard, as well assystem preferences andhelp.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPSCORECARDKey Result Indicators:The Scorecard dashboarddisplays several key resultindicators, allowing Markto visualize CHEP’s pastperformance at a highlevel.Further Measurements:Mark can click on a givenmeasurement to view furtherpertinent measurements.Dashboard Icon:Mark can access theother dashboards bythumbing the menudot, which also acts asan indicator of whichdashboad he is curentlyviewing.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPPERFORMACEKey PerformanceIndicators:Mark can use thePerformance dashboardto keep an CHEP’scurrent performance,up to the very minute.Further Measurements:Mark can click on a givenmeasurement to view furtherpertinent measurements.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPRECOVERYA Measurement Mix:The Recovery dashboardallows Mark to see howwell CHEP is performingas a service using amix of current and pastmeasurements.Further Measurements:Mark can click on a givenmeasurement to view furtherpertinent measurements.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPSOURCESBaltzan, Paige. M: Information Systems. Avenue of the Americas, NewYork: McGraw-Hill/Irwin, 2013, 2011.Caddick and Cable. Communicating the User Experience: A PracticalGuide for Creating Useful UX Documentation. West Sussex: John Wiley &Sons Ltd, 2011.Few, Stephen . Show Me the Numbers: Designing Tables and Graphs toEnlighten. Burlingame, California: Analytics Press, 2012.Lovelock and Wirtz, Services Marketing: People, Technology, Strategy.New Jersey: Pearson Education, Inc., 2011.Parmenter, David. Key performance indicators for government and nonprofit agencies: implementing winning KPIS. Hoboken New Jersey: JohnWiley & Sons, Inc, 2012.Stickdorn and Schneider. This is Service Design Thinking. New Jersey:John Wiley & Sons, Inc., 2011.

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEPCHEPLincoln NeigerErika BazoHannah WilcoxAlesandra GagnonTechnology and ServicesServ 311 Spring 2013 | SCADProf. Robert BauTHANK YOU

SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP

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