Etihad Airways’ Strategic Supply Chain Management Practices
Business Purpose
Supply Chain Management and Competitive Strategy
Brief Background of the Company
a. Etihad Airways is a state-owned carrier in the commercial
aviation industry with a strong global presence. Etihad
primarily competes in the commercial aviation industry that
includes freight and passenger transport segments. Globally, the
industry has more than 2000 players controlling over 22,000
commercial jets from various airports around the world (Etihad
Airways, 2016). The UAE commercial airline industry has over
four major players based in different regions, including Dubai
(Emirates Airways) and Ras Al Khaimah (RAK Airways).
Etihad competes through the provision of integrated freight
services, passenger travel, import/export solutions, and on-
board catering, among others.
b. Etihad faces competition from regional and international
airlines. Emirates airline has a larger market share than Etihad
in the Gulf region in terms of passenger numbers (39.4m vs.
10.3m). Therefore, Etihad is a challenger to the Emirates’
market dominance. Its revenue from cargo services and
passenger segment grew by 17% between 2014 and 2015
(Etihad Airways, 2016). The airline is based in the Abu Dhabi
International Airport. It serves over 130 destinations spread
across 46 different nations, including India, Australia, China,
the UK, and the US, among others (Etihad Airways, 2016).
The Environment, the Resources, the Objectives, and the
Feedback Decisions
The external environment that Etihad operates in includes markets in
the Middle East and Africa region. The company operates in 130
travel destinations spread in different countries. The external
environment is characterized by high rivalry between players, low
threat of new entrants, presence of substitutes, and high customer and
supplier bargaining power. Etihad’s resources consist of tangible and
intangible resources. The tangible resources include joint ventures
with travel agencies, such as BCD travels, a large fleet size of 122
aircrafts, 130 destinations and centers, and technology resources. The
intangible resources include skilled workforce (management),
technology, business networks, functional expertise, quality customer
service (lounges), and sponsorships (Pezelj, 2015). Its core objectives
include.
1. offer quality and competitive carrier services to clients
worldwide,
2. elevate the image of the UAE,
3. unify the Eastern and Western nations by making Abu Dhabi a
connection point.
Etihad, through its two loyalty programs called “Etihad Guest and
Etihad BusinessConnect”, receives feedback to maintain customer
value (Etihad Airways, 2016, para. 6).
Supply Chain for Etihad
The firm’s supply management unit performs the purchase of fuel,
airport services, on-board services, accommodation, and equipment,
among others (Etihad Airways, 2016). Its main product is passenger
transportation. Other products include airport services, cargo
transport, and holiday services. The Etihad’s supply chain
management brings together its facilities, information, sourcing,
merchandise, transportation, and pricing.
Flow of Goods and Services
Customer Fulfillment and Environmental Scanning
How the Company Creates Value
Etihad’s warehouses are located at the Abu Dhabi International
Airport to facilitate the supply of cargo to customers. In addition, the
firm has expanded its network through partnerships and alliances that
enhance service accessibility and flexibility. It employs technology,
such as the SAP implementation, in its operations (Etihad Airways,
2016). Etihad runs innovation centers such as the Etihad Training
College that train its engineers and technology experts.
It offers luxurious customer lounges, customized in-flight iPads, and
sophisticated chairs called ‘GoSleep’ at the airport. It has deployed
technology to detect aircraft faults and increase operational efficiency
and safety, leading to service quality. Its loyalty products differ in
price range. They include the “Diamond first class, the Pearl business
class, and the Coral economy class” (Etihad Airways, 2016).
How the Company Could Monitor Satisfaction
Etihad has a loyalty program called the Frequent Flyer Program.
Customers give feedback and views about the quality of the services
and frequent travelers receive instant rewards. The loyalty program
has the Etihad Guest and the Etihad BusinessConnect (Etihad
Airways, 2016). Etihad also relies on surveys done by research firms
to monitor customer satisfaction. On the other hand, Etihad’s partners
have an option to obtain early payments through its Supply Chain
Finance (SCF). The SCF program provides finance to suppliers for
receivables at a lower cost (Hogan, 2014). Thus, it deepens the
relationship with the supplier.
Environmental Scanning
Environmental scanning helps define the strengths, weaknesses,
opportunities, and threats in the market or industry. Etihad’s SWOT
analysis is as shown below.
Forces of Change
The most important forces of change for Etihad include:
a. Global capacity – Etihad relies on the Etihad Training College
to produce unique products and capabilities that could give it a
competitive advantage in the market (Etihad Airways, 2016)
b. Technological innovation – Etihad utilizes technology to
enhance safety, improve customer experience, and promote
efficiency. Examples include the SAP implementation, the
‘GoSleep’ chair, and the customized on-board iPads. It also
collaborates with Boeing in the BIOjet project to develop
aircrafts that use bio-fuels.
c. Globalization – Etihad forms alliances with other airports to
give premium services to its clients. It has formed partnerships
with travel agencies in the 130 destinations it serves.
Supply Chain Process Thinking and Order Fulfillment
Strategies Used by the Firm
Etihad uses partnerships as a strategy to reduce operational costs and
increase its revenues. The strategy entails code-share partnerships
with other airlines to provide Etihad with passengers. For example, its
partnership with Berlin Airline increased traffic by 300,000 travelers
(Etihad Airways, 2016). The firm also uses product differentiation to
attract customers from different socioeconomic classes. It has the
Diamond first, Pearl business, and Coral economy classes, which are
relatively cheaper than the comparable competitor products. Another
strategy used by Etihad is partnerships with travel and tour companies,
such as the Dubai Marina, to offer tourists integrated ground services
and customer lounges.
Order Fulfillment Process
The SCOR model consists of five elements, namely, plan, source,
make, deliver, and return used to manage supply chain processes.
a. Plan – encompass processes that leverage on demand and
supply to meet production, supply, and delivery needs. Etihad’s
has a code-sharing and equity plan that helps it meet supply and
demand needs of the market. The plan has seen the airline
report up to 23% increase in passengers flying with Etihad
(Etihad Airways, 2016). In addition, Etihad used the code-
sharing plan to provide cargo services and reduce costs.
b. Source – includes the actual purchase processes that meet the
demand. Airbus and Boeing supply Etihad the aircrafts that
make up its fleet. The firm collaborates with the manufactures
to produce customized in-flight amenities and ensure timely
completion of projects through projects like the BIOject project
in Abu Dhabi.
c. Make – entails processes that produce a finished product to
meet demand. Etihad, through backward integration processes
with providers to offer online check-in systems and in-flight
entertainment (Panasonic eX2 system) (Hogan, 2014).
d. Deliver – covers processes that provide finished goods and
services to customers. The online check-in system allows
passengers to obtain advance services. Etihad Cargo runs
warehouses based at the Abu Dhabi airport that handles
inbound and outbound logistics (Hogan, 2014). Goods destined
for Asia, Europe, and Australia pass through the airport to the
depots in various destinations.
e. Return – covers processes that facilitate the return of damaged
or misplaced products. Etihad Cargo provides post-delivery
customer support through its offices located in the destinations
it serves.
Sourcing Processes
a. Supplier selection – involves four stages, namely, identification,
evaluation, approval, and monitoring. Buyers search for
suppliers from databases before evaluating them based on price,
quality, and expertise, among others (Harrison & Van Hoek,
2008). An eligible supplier is then approved. Monitoring is
done to ensure high levels of performance during the contract.
Etihad sources its maintenance spare parts from FAA approved
suppliers, namely, Airbus and Boeing.
b. Transaction management – utilizes price and purchase orders to
evaluate the sourcing group’s performance. The aim is to obtain
the best price through competitive bidding or negotiation.
Etihad collaborates with Citi group to identify suppliers from
Asia, America, and Europe that would deliver the highest
returns (Etihad Airways, 2016). Citi offers Etihad a solution
called the supply chain finance (SCF) for the transaction (orders
and payments) management.
c. Relationship management – entails the supplier and customer
relationships. Etihad’s efficient invoice clearance procedures
(SCF) strengthen supplier relationships. In addition, the loyalty
program that rewards frequent travelers helps in customer
relationship management (Hogan, 2014).
d. Communication management – entails internal and external
communication channels. Etihad communicates with its
customers directly through online check-in systems and travel
agencies (Hogan, 2014).
As-Is Supply Chain
Strategic Supply Chain Costing and Performance Measurement
Strategic Cost Management Principles
The aim of strategic cost management is to reduce operational costs
and increase revenue while creating customer value. The three
principles of strategic cost management include, supply chain
analysis, value proposition analysis, and cost driver analysis
(Gattorna, 2006).
a. Supply chain analysis – involves the analysis of the flows of
information, inventory, business processes, and finance
throughout the supply chains, i.e., from the supplier to the
consumer.
b. Value proposition analysis – reflects a company’s competitive
strategy in the market. A value proposition can be the cost
leadership or differentiation strategies of a firm. A firm may use
more than one value proposition or change value propositions
during the product life cycle (Harrison & Van Hoek, 2008).
c. Cost driver analysis – helps identify company processes,
operations, and decisions that lead to costly supply chains. Cost
drivers depend on the number of outsourced functions, the
quality of the materials or parts used, and the scale of operations
(Harrison & Van Hoek, 2008).
Tools Used to Support Strategic Cost Management
The tools that can be used to support strategic cost management
include:
a. Cost analysis – entails zero-based pricing and a breakdown of
the operational costs related to purchased solutions (Simchi-
Levi, Kaminsky & Simchi-Levi, 2008).
b. Price analysis – helps compare prices offered competitors in the
market.
c. Total cost of ownership – helps analyze the actual cost of
purchasing, maintaining, or selling a product, service, or
equipment.
d. Target costing – helps determine the production and marketing
costs to estimate the profit margin.
The importance of a supplier to a firm is determined using a decision
matrix that considers the nature of the purchase and the relationship
sought. Using this matrix, suppliers can be classified into low impact,
critical, strategic, and ‘leverage’ providers (Gattorna, 2006). In this
regard, an appropriate supplier can be selected using the decision
matrix.
How Etihad Could Measure its Sourcing, Operations and
Logistics Processes, and Customer Satisfaction
Etihad could measure the efficiency of its sourcing using tools such as
quantities of spare parts inventory levels, inventory obsolescence,
inventory turns, return on assets (ROA), and economic value added
(Gattorna, 2006). On the other hand, the measures of operations of
Etihad may include work in progress inventory, inventory
obsolescence, ROI, ROA, and economic value gained. The efficiency
of Etihad’s logistics could be measured using indices such as
inventory turns, inventory obsolescence, ROA, inventory days supply,
and economic value gained.
Customer satisfaction is critical in the airline industry. Etihad can
measure the satisfaction of its customers using time metrics and
customer complaint monitoring (Gattorna, 2006). For firms using
Etihad Cargo, on-time delivery, order to delivery cycle, shipments
expedited, and complaint response time could indicate their
satisfaction levels.
How Etihad Could Measure Its SCM Performance
a. Inventory days of supply – refers to the number of inventory
days needed to sustain the supply. According to Simchi-Levi,
Kaminsky, and Simchi-Levi (2008), raw materials and final
products must be maintained at optimal levels. The calendar
days when consumables used in Etihad’s in-flight catering
could be divided by the daily cost of sales to obtain the
inventory days of supply.
b. Response time – is the number of days it takes a firm to detect
demand changes and increase its output by 20%. Etihad’ SCM
performance could be the time it takes the firm to increase its
fleet or flights per week by 20% in response to a demand rise in
a particular destination (Etihad Airways, 2016).
c. Cash to cash cycle time – refers to the time needed to recoup a
dollar spent to purchase supplies through the sale of the final
product or service. Etihad could use this measure to determine
the performance of its food supply chains. It is given by the
total inventory days + day’s sales outstanding – day’s payables
outstanding (Simchi-Levi, Kaminsky & Simchi-Levi, 2008).
d. Perfect order fulfillment – a perfect order is delivered on time,
in a good condition, and with the correct enclosed documents.
SCM performance can be determined based on the number of
orders that arrive in a perfect condition (Simchi-Levi,
Kaminsky & Simchi-Levi, 2008). In this regard, Etihad’s
perfect order could be the proportion of freight or consignments
that arrive in a perfect condition to the customer.
e. Customer inquiry response time – Etihad’s customer
relationships depends on the quality of customer service. Its
performance could be measured based on the customer inquiry
response time, i.e., the duration it takes for a customer’s call to
be directed to the individual who could handle the issue.
f. Source/make cycle time – Etihad could determine the efficiency
of outbound logistics for its freight segment using the
source/make cycle time. This measure estimates the duration it
takes to package and ship a product or consignment.
Competencies and Outsourcing
Etihad’s Core Competencies
Core competencies are the rare capabilities, activities, or skills of a
firm that give it a competitive advantage (Beamon, 2009). Etihad’s
core competencies include:
a. Luxurious passenger lounges – Etihad recently launched a
luxurious customer lounge in Frankfurt. The other lounges are
within the UAE. The passenger lounges come with 5-star
restaurants and a range of entertainment products. Therefore,
the lounges constitute a core competency because it indicates
Etihad’s commitment to offer superior products to its
customers.
b. Child care services – Etihad’s premium passengers can receive
nanny services at the lounges. The trained nannies provide care
for children of travelling parents. This service is unique to
Etihad and therefore, a core competency.
c. Online booking – passengers have the option of booking for
their cabs before landing or checking in through Etihad’s
website. This complementary service allows passengers to
commute smoothly between the airport and their hotels. The
integrated service is difficult to imitate, hence, a core
competency.
d. Luxury air travel – Etihad’s $70 million first class suites is
fitted with a 23’ screen and several entertainment options, on-
board iPad, and beverages, among others. The luxurious
amenities enable the airline to compete for high-end clients and
corporate executives.
e. Sports sponsorships – Etihad is a leading sponsor of sports
tournaments, such as football. The sponsorships improve its
global profile and image.
Outsourcing
Outsourcing is defined as the process of contracting certain aspects of
the production process or business functions to another company or
supplier (Beamon, 2009). Privatization is a form of government
outsourcing. Companies outsource functions for various reasons.
a. Conserve capital through cost savings.
b. Grow revenue – outsourcing to specialist firms can lead to
improved performance and revenue.
c. Reduce operating costs – outsourcing to low-wage countries can
lower a firm’s operating costs.
d. Focus on the core business – by outsourcing auxiliary services,
a firm can concentrate on its key business function.
Examples of outsourced services include financial services, data entry,
website maintenance, transcription, and secretarial services, among
others (Gattorna, 2006). The three kinds of risks associated with
outsourcing include:
a. Strategic risk – outsourcing may lead to a loss of core
capabilities and knowledge in the long-term.
b. Tactical risk – outsourcing is associated with a short-term risk
of capacity loss due to the reliance on suppliers.
c. Effect on buyer power – the reliance on third party providers
increases supplier power.
Make-or-buy Analysis
Firms often face dilemmas when deciding between outsourcing and
retaining the functions. Make-or-buy decisions involve four steps.
First, a cross-functional team evaluates the need for outsourcing
(Gattorna, 2006). Second, the functions to be outsourced and the
expected outputs are identified. Third, the costs associated with the
outsourced activity are determined. The costs may include materials,
staffing, transportation, quality control, and capital, among others. The
fourth stage is evaluation, which entails sensitivity analysis to
compare outsourcing costs and benefits. A decision to outsource part
of the functions is made when the provider shares the estimated costs
with the firm.
Supply Chain Rationalization
Supply-base Optimization
Creating supply effective relationships with good suppliers can be
challenging. Beamon, (2009) defines the supplier base optimization as
an ongoing process of evaluating suppliers to maintain an effective
supply base by identifying and removing inefficient and redundant
ones. The aim is to develop an optimized supply base with a low risk
and build effective supplier relationships. American manufacturers
often obtain supplies from many suppliers globally. Through supply
base optimization, they can remove redundant suppliers to maintain a
simple and efficient supply chain. Optimization can be achieved
through multiple source suppliers, supplier scorecards, plant visits,
and high quality requirements.
Role Shifting
Role shifting calls for a reexamination of the capabilities needed in the
supply chain. It requires cross-functional skills to develop successful
supply chains. Modern firms need to develop management skills to
complement their supply chain expertise. Role shifting creates
competitive supply chains through collaboration, better management
of complexity, use of technology, and increasing responsiveness to
demand changes (Simchi-Levi, Kaminsky & Simchi-Levi, 2008). The
manufacturing management brings together people from technically
diverse fields that employ different approaches to optimize the supply
chains. Role shifting considers different production methods and
decisions that obtain innovative and efficient supply chains.
To-Be Supply Chain
Supply Chain Relationships
The Right Type of Relationships for Etihad
a. Arm’s-length Relationships – are appropriate for ‘routine’
purchases of products that involve no value addition by the
supplier. Arm’s-length relationships are recommended for
Etihad’s suppliers of hotel products for its in-flight catering
(Pezelj, 2015). The supply market for hotel supplies is very
competitive and non-differentiated. In addition, in arm’s-length
relationships, no long-term commitment is required, and
therefore, Etihad can change suppliers easily.
b. Niche relationships – are the relationships between the firm and
providers that are specialized in a specific, limited product or
service. Unlike arm’s-length relationships, niche relationships
involve high switching costs. Niche is recommended for the
relationships between Etihad and providers of airline solutions,
such as passenger services and e-payment systems. An example
of such providers is Sabre Airline Solutions that offers
specialized products for departure control (Pezelj, 2015).
c. Hybrid relationships – involve providers of intermediate level
services or products of moderate importance to the company.
The products may involve turnkey solutions that are ready for
use upon delivery. Etihad’s may have hybrid relationships with
jet fuel suppliers and other airlines (code sharing relationships)
(Pezelj, 2015). Hybrid relationships are characterized by higher
switching costs and continuous collaboration.
d. Full service relationships – involve strategic products and
services integrated into a company’s internal processes and
custom solutions. The suppliers cooperate with the organization
and have a high level of responsibility and accountability.
Etihad could have full service relationships with aircraft
manufacturers, i.e., Boeing and Airbus, which provide
maintenance parts and safety features (Pezelj, 2015).
Practices that Promote Successful Alliance Creation and
Management
Successful alliances require proper process management and
leadership commitment. Some of the best practices for successful
alliances include:
a. Process management – it entails the management of the alliance
as per the set objectives, regular performance evaluation,
effective tackling of teething problems, and implementation of a
risk mitigation strategy (Christopher & Towill, 2002).
Furthermore, clear specifications of the process or products can
help avoid ambiguity in production.
b. Open communication – building strong relationships requires
effective communication and engagement on issues that require
joint decisions (Christopher & Towill, 2002). In addition, open
communication helps resolve any differences between the firms
and fosters collaboration. Relationships can be strengthened by
holding regular stakeholder meetings to seek feedback and
address pertinent issues early to avoid conflicts.
c. Equitable investment – resource constraints account for most
alliance failures. Building successful alliances requires
dedicated resources and effective management of processes,
human resource, and strategies (Christopher & Towill, 2002).
The organizations should contribute resources equitably.
d. Timely payment – suppliers should be paid on time after
delivering products or services.
e. Training – empowering customers and suppliers through
training can strengthen strategic alliances.
Elements of an Effective Negotiation Strategy
Having a mutual win-win attitude can help Etihad and its partners to
collaborate to raise their competitive position. In addition, planning
for a successful outcome can motivate both parties to negotiate
(Pezelj, 2015). Portraying the negotiation as being fair and
accommodating can also increase the commitment of partners towards
the process. Focusing on creating value for both parties through a
mutual agreement can create trust and strengthen the SC relationships.
Etihad Airways can plan effective negotiations by formulating specific
objectives of the process beforehand. Another strategy involves
appointing an effective team to lead the negotiations. Effective
planning also requires the collection and analysis of relevant data to
identify the strengths and weaknesses of the other party. The analysis
can also allow Etihad to identify the other party’s needs, identify the
pertinent facts, take a stand on each issue beforehand, and formulate a
negotiation strategy (Christopher & Towill, 2002). Proper planning
also entails choosing the negotiation tactics.
One of the tactics suited for win-win negotiations include honesty and
openness (Christopher & Towill, 2002). The process entails honesty
and transparency in providing information to facilitate informed
decision-making. Other tactics may include listening effectively, using
positive statements, being considerate, and arguing based on facts.
Sharing Information across the Supply Chain
SC-related Information Technologies and Information Systems
Used
A number of IT technologies have been applied to streamline supply
chains. Examples include:
1. E-commerce – refers to a suite of tools that facilitate
transactions without paperwork (Beamon, 2009). It includes
“data interchange, database systems, and e-mails”, among
others (Beamon, 2009, p. 278). Firms use automated e-
commerce systems to exchange documentation between the
firm and its suppliers and customers.
2. Another IT SC-related IT solution is electronic data interchange
(EDI). EDI allows firms to exchange documents in an electronic
format. Supply chain partners can use EDI to share documents
quickly.
3. Bar coding – scanners are used to track goods in transit between
the supplier and the customers.
4. Enterprise resource planning (ERP) system – firms use ERP
tools to process transactions such as inventory control and client
orders.
The Benefits of SC-related IT Systems
1. ERP systems can help streamline the supply chains by
promoting communication between SC partners.
2. The systems can help firms know customer needs and create
tailor-made products.
3. ERP systems can help firms synchronize the flow of products
during production or transportation.
4. IT systems provide tools for billing and processing invoices at a
lower cost, which increases productivity.
5. Optimization tools can help in fleet management to lower costs
and reduce response time.
How Companies Use the Internet and E-commerce
a. Order processing and tracking – firms use the internet to
monitor the flow of goods from the warehouse to customers
(Simchi-Levi, Kaminsky & Simchi-Levi, 2008).
b. Inventory management – EDI information programs are used by
buyers to communicate stock-outs to suppliers via the internet.
c. Transportation – Internet-based tracking systems facilitate order
processing and payment.
d. Customer service – customer complaints can be addressed using
internet-based systems.
e. Production scheduling – Firms use the Internet to schedule
production processes and delivery between suppliers and
customers.
The Supply Chain Road Map – Mapping the Supply Chain Design
Supply Chain Mapping
Conclusions and Recommendations
In light of the increasing competition in the global airline competition,
rising fuel costs, and Abu Dhabi’s strategic location in the world map
we recommend that:
Fulfilling customers’ needs
oEtihad enhances its punctuality and reliability in flight
scheduling to reduce customer complaints and increase
trust and satisfaction
oThe company expands its range of in-flight entertainment
options and cultural sensitive hospitality products offered
to the destinations it serves
oEtihad avails information in local languages to travelers
via online applications
Supply chain processes
oThe airline forms SC relationships with more airports
(supply network) to provide premium services to its
customers in all its destinations
oEtihad reduces operational costs by forming long-term
relationships with fuel suppliers (backward integration
with suppliers)
Supply Chain Costing and Performance Measurement Practices
oEtihad measures the efficiency of its sourcing using a
combination of indices, such as inventory levels, and
ROA.
oThe carrier measures its SC operations and logistics using
work in progress inventory to capture product flows
oThe company uses time metrics to measure response time
to increase customer satisfaction
oEtihad employs a range of indices to measure and
monitor its SCP performance, including response time,
inventory days of supply, and cash-to-cash cycle time,
among others (Hogan, 2014).
Core Competencies and Outsourcing Practices
oEtihad should invest in the training and development of
local work force to run its operations within each of the
130 destinations as the travel attendants and pilots
oThe luxurious passenger lounges should be opened up in
locations outside the UAE to give its clients premium
services globally
oThe childcare service (trained nanny) should be
replicated in the other destinations that Etihad serves
besides Abu Dhabi international airport
oThe luxurious suites should give customers video
conferencing solutions to allow executives to hold in-
flight meetings or communicate with staff in different
locations
oEtihad outsource its supply chain finance function to a
banking institution to facilitate transaction management
and payments
Supply Chain Relationship Management
oEtihad should develop arm’s-length relationships with the
providers of in-catering food supplies because they
involve low switching costs
oEtihad’s niche relationships should involve specialist
firms such as providers of IT solutions
oThe airline should form hybrid relationships with fuel
provider, e.g., ADNOC, to lower its operational costs in
the long term
oEtihad’s full service relationships with aircraft
manufacturers, Boeing and Airbus, can enhance safety
and reliability
Sharing Information across the Supply Chain
oEtihad should use e-commerce tools to share documents
with its suppliers and facilitate online booking and
payment by customers
oThe airline should use ERP systems to manage its
inventory and streamline its cargo transportation segment
Aligning All of the Above with its Supply Chain Strategy
oEtihad’s strategy is to “expand globally by adding the
largest possible number of destinations” (Etihad Airways,
2016, para. 3). Etihad should explore market
opportunities in Asia and South America for its cargo and
passenger travel segment. The company should use the
SCM tools described to develop distinctive logistics
services across its destinations.
References
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Hogan, J. (2014). New era for Etihad in 2014. Web.
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Simchi-Levi, D., Kaminsky, P. & Simchi-Levi, E. (2008). Designing
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