document_title: Supply chain management

question_text: when was the term supply chain management introduced

question_tokens: when was the term supply chain management introduced

text: Supply chain management

text: Origin of the term and definitions[edit]

text: In 1982, Keith Oliver, a consultant at Booz Allen Hamilton (now Strategy),[8] introduced the term "supply chain management" to the public domain in an interview for the Financial Times.[9]

text: In the mid-1990s, more than a decade later, the term "supply chain management" gained currency when a flurry of articles and books came out on the subject. Supply chains were originally defined as encompassing all activities associated with the flow and transformation of goods from raw materials through to the end user, as well as the associated information flows. Supply chain management was then further defined as the integration of supply chain activities through improved supply chain relationships to achieve a competitive advantage.[9]

text: In the late 1990s, "supply chain management" (SCM) rose to prominence, and operations managers began to use it in their titles with increasing regularity.[10][11][12]

text: Other commonly accepted definitions of supply chain management include:

text:
The management of upstream and downstream value-added flows of materials, final goods, and related information among suppliers, company, resellers, and final consumers.[citation needed]
The systematic, strategic coordination of traditional business functions and tactics across all business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole[13]
A customer-focused definition is given by Hines (2004:p76): "Supply chain strategies require a total systems view of the links in the chain that work together efficiently to create customer satisfaction at the end point of delivery to the consumer. As a consequence, costs must be lowered throughout the chain by driving out unnecessary expenses, movements, and handling. The main focus is turned to efficiency and added value, or the end-user's perception of value. Efficiency must be increased, and bottlenecks removed. The measurement of performance focuses on total system efficiency and the equitable monetary reward distribution to those within the supply chain. The supply chain system must be responsive to customer requirements."[14]
The integration of key business processes across the supply chain for the purpose of creating value for customers and stakeholders (Lambert, 2008)[15]
According to the Council of Supply Chain Management Professionals (CSCMP), supply chain management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management. It also includes coordination and collaboration with channel partners, which may be suppliers, intermediaries, third-party service providers, or customers.[6] Supply chain management integrates supply and demand management within and across companies. More recently, the loosely coupled, self-organizing network of businesses that cooperate to provide product and service offerings has been called the Extended Enterprise.[citation needed]

text: A supply chain, as opposed to supply chain management, is a set of organizations directly linked by one or more upstream and downstream flows of products, services, finances, or information from a source to a customer. Supply chain management is the management of such a chain.[13]

text: Supply chain management software includes tools or modules used to execute supply chain transactions, manage supplier relationships, and control associated business processes.[citation needed]

text: Supply chain event management (SCEM) considers all possible events and factors that can disrupt a supply chain. With SCEM, possible scenarios can be created and solutions devised.[citation needed]

text: In many cases the supply chain includes the collection of goods after consumer use for recycling. Including third-party logistics or other gathering agencies as part of the RM re-patriation process is a way of illustrating the new endgame strategy.[citation needed]

text: Functions[edit]

text: Supply chain management is a cross-functional approach that includes managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organization and toward the end consumer. As organizations strive to focus on core competencies and become more flexible, they reduce their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other firms that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing managerial control of daily logistics operations. Less control and more supply chain partners lead to the creation of the concept of supply chain management. The purpose of supply chain management is to improve trust and collaboration among supply chain partners thus improving inventory visibility and the velocity of inventory movement.

text: Importance[edit]

text: Organizations increasingly find that they must rely on effective supply chains, or networks, to compete in the global market and networked economy.[16] In Peter Drucker's (1998) new management paradigms, this concept of business relationships extends beyond traditional enterprise boundaries and seeks to organize entire business processes throughout a value chain of multiple companies.

text: In recent decades, globalization, outsourcing, and information technology have enabled many organizations, such as Dell and Hewlett Packard, to successfully operate collaborative supply networks in which each specialized business partner focuses on only a few key strategic activities (Scott, 1993). This inter-organisational supply network can be acknowledged as a new form of organisation. However, with the complicated interactions among the players, the network structure fits neither "market" nor "hierarchy" categories (Powell, 1990). It is not clear what kind of performance impacts different supply network structures could have on firms, and little is known about the coordination conditions and trade-offs that may exist among the players. From a systems perspective, a complex network structure can be decomposed into individual component firms (Zhang and Dilts, 2004). Traditionally, companies in a supply network concentrate on the inputs and outputs of the processes, with little concern for the internal management working of other individual players. Therefore, the choice of an internal management control structure is known to impact local firm performance (Mintzberg, 1979).

text: In the 21st century, changes in the business environment have contributed to the development of supply chain networks. First, as an outcome of globalization and the proliferation of multinational companies, joint ventures, strategic alliances, and business partnerships, significant success factors were identified, complementing the earlier "just-in-time", lean manufacturing, and agile manufacturing practices.[17] Second, technological changes, particularly the dramatic fall in communication costs (a significant component of transaction costs), have led to changes in coordination among the members of the supply chain network (Coase, 1998).

text: Many researchers have recognized supply network structures as a new organisational form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual Corporation", "Global Production Network", and "Next Generation Manufacturing System".[18] In general, such a structure can be defined as "a group of semi-independent organisations, each with their capabilities, which collaborate in ever-changing constellations to serve one or more markets in order to achieve some business goal specific to that collaboration" (Akkermans, 2001).

text: Supply chain management is also important for organizational learning. Firms with geographically more extensive supply chains connecting diverse trading cliques tend to become more innovative and productive.[19]

text: The security management system for supply chains is described in ISO/IEC 28000 and ISO/IEC 28001 and related standards published jointly by the ISO and the IEC.Supply Chain Management draws heavily from the areas of operations management, logistics, procurement, and information technology, and strives for an integrated approach.

text: Historical developments[edit]

text: Six major movements can be observed in the evolution of supply chain management studies: creation, integration, and globalization (Movahedi et al., 2009), specialization phases one and two, and SCM 2.0.

text: Creation era[edit]

text: The term "supply chain management" was first coined by Keith Oliver in 1982. However, the concept of a supply chain in management was of great importance long before, in the early 20th century, especially with the creation of the assembly line. The characteristics of this era of supply chain management include the need for large-scale changes, re-engineering, downsizing driven by cost reduction programs, and widespread attention to Japanese management practices. However, the term became widely adopted after the publication of the seminal book Introduction to Supply Chain Management in 1999 by Robert B. Handfield and Ernest L. Nichols, Jr.,[20] which published over 25,000 copies and was translated into Japanese, Korean, Chinese, and Russian.[21]

text: Integration era[edit]

text: This era of supply chain management studies was highlighted with the development of electronic data interchange (EDI) systems in the 1960s, and developed through the 1990s by the introduction of enterprise resource planning (ERP) systems. This era has continued to develop into the 21st century with the expansion of Internet-based collaborative systems. This era of supply chain evolution is characterized by both increasing value added and cost reductions through integration.

text: A supply chain can be classified as a stage 1, 2 or 3 network. In a stage 1–type supply chain, systems such as production, storage, distribution, and material control are not linked and are independent of each other. In a stage 2 supply chain, these are integrated under one plan and is enterprise resource planning(ERP) enabled. A stage 3 supply chain is one that achieves vertical integration with upstream suppliers and downstream customers. An example of this kind of supply chain is Tesco.

text: Globalization era[edit]

text: The third movement of supply chain management development, the globalization era, can be characterized by the attention given to global systems of supplier relationships and the expansion of supply chains beyond national boundaries and into other continents. Although the use of global sources in organisations' supply chains can be traced back several decades (e.g., in the oil industry), it was not until the late 1980s that a considerable number of organizations started to integrate global sources into their core business. This era is characterized by the globalization of supply chain management in organizations with the goal of increasing their competitive advantage, adding value, and reducing costs through global sourcing.

text: Specialization era (phase I): outsourced manufacturing and distribution[edit]

text: In the 1990s, companies began to focus on "core competencies" and specialization. They abandoned vertical integration, sold off non-core operations, and outsourced those functions to other companies. This changed management requirements, by extending the supply chain beyond the company walls and distributing management across specialized supply chain partnerships.

text: This transition also refocused the fundamental perspectives of each organization. Original equipment manufacturers (OEMs) became brand owners that required visibility deep into their supply base. They had to control the entire supply chain from above, instead of from within. Contract manufacturers had to manage bills of material with different part-numbering schemes from multiple OEMs and support customer requests for work-in-process visibility and vendor-managed inventory (VMI).

text: The specialization model creates manufacturing and distribution networks composed of several individual supply chains specific to producers, suppliers, and customers that work together to design, manufacture, distribute, market, sell, and service a product. This set of partners may change according to a given market, region, or channel, resulting in a proliferation of trading partner environments, each with its own unique characteristics and demands.

text: Specialization era (phase II): supply chain management as a service[edit]

text: Specialization within the supply chain began in the 1980s with the inception of transportation brokerages, warehouse management (storage and inventory), and non-asset-based carriers, and has matured beyond transportation and logistics into aspects of supply planning, collaboration, execution, and performance management.

text: Market forces sometimes demand rapid changes from suppliers, logistics providers, locations, or customers in their role as components of supply chain networks. This variability has significant effects on supply chain infrastructure, from the foundation layers of establishing and managing electronic communication between trading partners, to more complex requirements such as the configuration of processes and work flows that are essential to the management of the network itself.

text: Supply chain specialization enables companies to improve their overall competencies in the same way that outsourced manufacturing and distribution has done; it allows them to focus on their core competencies and assemble networks of specific, best-in-class partners to contribute to the overall value chain itself, thereby increasing overall performance and efficiency. The ability to quickly obtain and deploy this domain-specific supply chain expertise without developing and maintaining an entirely unique and complex competency in house is a leading reason why supply chain specialization is gaining popularity.

text: Outsourced technology hosting for supply chain solutions debuted in the late 1990s and has taken root primarily in transportation and collaboration categories. This has progressed from the application service provider (ASP) model from roughly 1998 through 2003, to the on-demand model from approximately 2003 through 2006, to the software as a service (SaaS) model currently in focus today.

text: Supply chain management 2.0 (SCM 2.0)[edit]

text: Building on globalization and specialization, the term "SCM 2.0" has been coined to describe both changes within supply chains themselves as well as the evolution of processes, methods, and tools to manage them in this new "era". The growing popularity of collaborative platforms is highlighted by the rise of TradeCard's supply chain collaboration platform, which connects multiple buyers and suppliers with financial institutions, enabling them to conduct automated supply-chain finance transactions.[22]

text: Web 2.0 is a trend in the use of the World Wide Web that is meant to increase creativity, information sharing, and collaboration among users. At its core, the common attribute of Web 2.0 is to help navigate the vast information available on the Web in order to find what is being bought. It is the notion of a usable pathway. SCM 2.0 replicates this notion in supply chain operations. It is the pathway to SCM results, a combination of processes, methodologies, tools, and delivery options to guide companies to their results quickly as the complexity and speed of the supply chain increase due to global competition; rapid price fluctuations; changing oil prices; short product life cycles; expanded specialization; near-, far-, and off-shoring; and talent scarcity.

text: This article appears to contain a large number of buzzwords. There might be a discussion about this on the talk page. Please help improve this article if you can. (February 2018)

text: SCM 2.0 leverages solutions designed to rapidly deliver results with the agility to quickly manage future change for continuous flexibility, value, and success. This is delivered through competency networks composed of best-of-breed supply chain expertise to understand which elements, both operationally and organizationally, deliver results, as well as through intimate understanding of how to manage these elements to achieve the desired results. The solutions are delivered in a variety of options, such as no-touch via business process outsourcing, mid-touch via managed services and software as a service (SaaS), or high-touch in the traditional software deployment model.

text: Business process integration[edit]

text: This section needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (June 2013) (Learn how and when to remove this template message)

text: Successful SCM requires a change from managing individual functions to integrating activities into key supply chain processes. In an example scenario, a purchasing department places orders as its requirements become known. The marketing department, responding to customer demand, communicates with several distributors and retailers as it attempts to determine ways to satisfy this demand. Information shared between supply chain partners can only be fully leveraged through process integration.

text: Supply chain business process integration involves collaborative work between buyers and suppliers, joint product development, common systems, and shared information. According to Lambert and Cooper (2000), operating an integrated supply chain requires a continuous information flow. However, in many companies, management has concluded that optimizing product flows cannot be accomplished without implementing a process approach. The key supply chain processes stated by Lambert (2004)[23] are:

text:
Customer relationship management
Customer service management
Demand management style
Order fulfillment
Manufacturing flow management
Supplier relationship management
Product development and commercialization
Returns management

text: Much has been written about demand management[citation needed]. Best-in-class companies have similar characteristics, which include the following:

text:
Internal and external collaboration
Initiatives to reduce lead time
Tighter feedback from customer and market demand
Customer-level forecasting

text: One could suggest other critical supply business processes that combine these processes stated by Lambert, such as:

text:
determine mutually satisfying goals for organization and customers
establish and maintain customer rapport
induce positive feelings in the organization and the customers

text:
coordinate with customer relationship management to identify customer-articulated needs;
select materials and suppliers in conjunction with procurement; and
develop production technology in manufacturing flow to manufacture and integrate into the best supply chain flow for the given combination of product and markets.

tag: ol

text: Integration of suppliers into the new product development process was shown to have a major impact on product target cost, quality, delivery, and market share. Tapping into suppliers as a source of innovation requires an extensive process characterized by development of technology sharing, but also involves managing intellectual[25] property issues.

text: Theories[edit]

text: There are gaps in the literature on supply chain management studies at present (2015)[citation needed]: there is no theoretical support for explaining the existence or the boundaries of supply chain management. A few authors, such as Halldorsson et al. (2003), Ketchen and Hult (2006), and Lavassani et al. (2009), have tried to provide theoretical foundations for different areas related to supply chain by employing organizational theories, which may include the following:

text:
Resource-based view (RBV)[26]
Transaction cost analysis (TCA)
Knowledge-based view (KBV)
Strategic choice theory (SCT)
Agency theory (AT)
Channel coordination
Institutional theory (InT)
Systems theory (ST)
Network perspective (NP)
Materials logistics management (MLM)
Just-in-time (JIT)
Material requirements planning (MRP)
Theory of constraints (TOC)
Total quality management (TQM)
Agile manufacturing
Time-based competition (TBC)
Quick response manufacturing (QRM)
Customer relationship management (CRM)
Requirements chain management (RCM)
Dynamic Capabilities Theory
Dynamic Management Theory
Available-to-promise (ATP)
Supply Chain Roadmap®[27]

text: However, the unit of analysis of most of these theories is not the supply chain but rather another system, such as the firm or the supplier-buyer relationship. Among the few exceptions is the relational view, which outlines a theory for considering dyads and networks of firms as a key unit of analysis for explaining superior individual firm performance (Dyer and Singh, 1998).[28]

text: Supply chain[edit]

text: In the study of supply chain management, the concept of centroids has become an important economic consideration. A centroid is a location that has a high proportion of a country's population and a high proportion of its manufacturing, generally within 500 mi (805 km). In the US, two major supply chain centroids have been defined, one near Dayton, Ohio, and a second near Riverside, California.

text: The centroid near Dayton is particularly important because it is closest to the population center of the US and Canada. Dayton is within 500 miles of 60% of the US population and manufacturing capacity, as well as 60% of Canada's population.[29] The region includes the interchange between I-70 and I-75, one of the busiest in the nation, with 154,000 vehicles passing through per day, 30–35% of which are trucks hauling goods. In addition, the I-75 corridor is home to the busiest north-south rail route east of the Mississippi River.[29]

text: Wal-Mart strategic sourcing approaches Direct sourcing from suppliers-In 2010, Wal-Mart announced what would be a big change in its sourcing strategy. Initially, Wal-Mart relied on the intermediaries in the sourcing process. It bought only 20% of its stock directly but the rests were bought through the intermediaries (Cmuscm, 2014). Therefore, the company came to realize that the presence of many intermediaries in the product sourcing was actually increasing the costs in the supply chain. To cut these costs, Wall-Mart decided to do away with intermediaries in the supply chain and started direct sourcing of its goods from the suppliers. Eduardo Castro-Wright the then vice president of Wal-Mart set an ambitious goal of buying 80% of all Wal-Mart goods directly from the suppliers (Lu, 2014). Wal-Mart started purchasing fruits and vegetables on a global scale where it interacted directly with the suppliers of these goods. It later engaged the suppliers of other goods such as cloth and home electronics appliances directly and eliminated the importing agents. One advantage of this strategy of direct sourcing is that the supplier and the purchaser collaborate in finding goods of the highest quality that would appeal to the consumers. Moreover, the purchaser in this case Wal-Mart can easily direct the suppliers on how to manufacture certain products so that they can be acceptable to the consumers (Gilmorte, 2010). Thus, Wal-Mart through direct sourcing manages to get the exact product quality as it expects since it engages the suppliers in the producing of these products hence quality consistency (Lu, 2014). Using agents in the sourcing process in most cases lead to inconsistency in the quality of the products since the agent's source the products from different manufacturers which have varying qualities. Wal-Mart managed to source directly 80%v profit its stock and this has greatly eliminated the intermediaries and cut down the costs between 5-15% as markups that are introduced by these middlemen in the supply chain hence saving approximately $4-15 billion (Cmuscm, 2014). This strategy of direct sourcing not only helped Wal-Mart in reducing the costs in the supply chain but also helped in the improvement of supply chain activities through boosting efficiency throughout the entire process. In other words, direct sourcing reduced the time that takes the company to source and stocks the products in its stock (Lu, 2014). The presence of the intermediaries elongated the time in the process of procurement which sometimes led to delays in the supply of the commodities in the stores thus, customers finding empty shelves. Creation of procurement centers- Wal-Mart adopted this strategy of sourcing through centralizing the entire process of procurement and sourcing by setting up four global merchandizing points for general goods and clothing. The company instructed all the suppliers to be bringing their products to these central points that are located in different markets (Gilmorte, 2010). The procurement team assesses the quality brought by the suppliers and buys the goods and distributes them to various regional markets. The procurement and sourcing at centralized places helped the company to consolidate the suppliers. The company has established four centralized points including an office in Mexico City and Canada. Just a mere piloting test on the combining the purchase of fresh apples across the United States, Mexico, and Canada led to the savings of about 10%. As a result, the company intended to increase centralization of its procurement in the North America for all its fresh fruits and vegetables (Cmuscm, 2014). Thus, centralization of the procurement process to various points where the suppliers would be meeting with the procurement team is the latest strategy which the company is implementing and signs show that this strategy is going to cut costs and also improve the efficiency of the procumbent process. Strategic vendor partnerships are another strategy the company is using in the sourcing process. Wal-Mart realized that in order for it to ensure consistency in the quality of the products it offers g to the consumers and also maintains a steady supply of goods in its stores at a lower cost, it had to create strategic vendor partnerships with the suppliers (Cmuscm, 2014). Wal-Mart identified and selected the suppliers who met its demand and at the same time offered it the best prices for the goods. It then made a strategic relationship with these vendors by offering and assuring the long-term and high volume of purchases in exchange for the lowest possible prices (Lu, 2014). Thus, the company has managed to source its products from same suppliers as bulky but at lower prices. This enables the company to offer competitive prices of its products in its stores hence, maintaining a competitive advantage over its competitors whose goods are a little expensive compared to those of Wal-Mart. Efficient communication relationship with the vendor networks to improve the material flow is another sourcing strategy Wal-Mart uses. The company has all the contacts with the suppliers whom they communicate regularly and make dates on when the goods would be needed so that the suppliers get ready to deliver the goods in time (Wisner, Leong, & Tan, 2005). The efficient communication between the company’s procurement team and the inventory management team enables the company source goods and fill its shelves on time without causing delays and empty shelves (Roberts, 2002). In other words, the company-y realized that in ensuring a steady flow of the goods into the store, the suppliers have to be informed early enough so that they can act accordingly to avoid delays in the delivery of goods (Lu, 2014). Thus, efficient communication is another tool which Wal-Mart is using to make the supply chain to be more efficient and cutting the costs. Cross-docking is another strategy that Wal-Mart is using to cut costs in its supply chain. Cross-docking is the process of transferring goods directly from inbound trucks to outbound trucks (Cmuscm, 2014). When the trucks of from the suppliers arrive at the distribution centers, most of the trucks are not offloaded to keep the goods in the distribution centers or warehouses, but they are transferred directly to another truck designated to deliver goods to specific retail stores for sale. Cross-docking helps in saving the storage costs (Gilmorte, 2010). Initially, the company was incurring considerable costs of storing the suppliers from the suppliers in its warehouses and the distributions centers to await the distribution trucks to the retail stores in various regions.

text: Tax efficient supply chain management[edit]

text: Tax efficient supply chain management is a business model that considers the effect of tax in the design and implementation of supply chain management. As the consequence of globalization, cross-national businesses pay different tax rates in different countries. Due to these differences, they may legally optimize their supply chain and increase profits based on tax efficiency.[30]

text: Sustainability and social responsibility in supply chains[edit]

text: Supply chain sustainability is a business issue affecting an organization's supply chain or logistics network, and is frequently quantified by comparison with SECH ratings, which uses a triple bottom line incorporating economic, social, and environmental aspects.[31] SECH ratings are defined as social, ethical, cultural, and health' footprints. Consumers have become more aware of the environmental impact of their purchases and companies' SECH ratings and, along with non-governmental organizations (NGOs), are setting the agenda for transitions to organically grown foods, anti-sweatshop labor codes, and locally produced goods that support independent and small businesses. Because supply chains may account for over 75% of a company's carbon footprint, many organizations are exploring ways to reduce this and thus improve their SECH rating.

text: For example, in July 2009, Wal-Mart announced its intentions to create a global sustainability index that would rate products according to the environmental and social impacts of their manufacturing and distribution. The index is intended to create environmental accountability in Wal-Mart's supply chain and to provide motivation and infrastructure for other retail companies to do the same.[32]

text: It has been reported that companies are increasingly taking environmental performance into account when selecting suppliers. A 2011 survey by the Carbon Trust found that 50% of multinationals expect to select their suppliers based upon carbon performance in the future and 29% of suppliers could lose their places on 'green supply chains' if they do not have adequate performance records on carbon.[33]

text: The US Dodd–Frank Wall Street Reform and Consumer Protection Act, signed into law by President Obama in July 2010, contained a supply chain sustainability provision in the form of the Conflict Minerals law. This law requires SEC-regulated companies to conduct third party audits of their supply chains in order to determine whether any tin, tantalum, tungsten, or gold (together referred to as conflict minerals) is mined or sourced from the Democratic Republic of the Congo, and create a report (available to the general public and SEC) detailing the due diligence efforts taken and the results of the audit. The chain of suppliers and vendors to these reporting companies will be expected to provide appropriate supporting information.

text: Incidents like the 2013 Savar building collapse with more than 1,100 victims have led to widespread discussions about corporate social responsibility across global supply chains. Wieland and Handfield (2013) suggest that companies need to audit products and suppliers and that supplier auditing needs to go beyond direct relationships with first-tier suppliers. They also demonstrate that visibility needs to be improved if supply cannot be directly controlled and that smart and electronic technologies play a key role to improve visibility. Finally, they highlight that collaboration with local partners, across the industry and with universities is crucial to successfully managing social responsibility in supply chains.[34]

text: Components[edit]

text: Management components[edit]

text: SCM components are the third element of the four-square circulation framework. The level of integration and management of a business process link is a function of the number and level of components added to the link (Ellram and Cooper, 1990; Houlihan, 1985). Consequently, adding more management components or increasing the level of each component can increase the level of integration of the business process link.

text: Literature on business process re-engineering[35] buyer-supplier relationships,[36] and SCM[37] suggests various possible components that should receive managerial attention when managing supply relationships. Lambert and Cooper (2000) identified the following components:

text:
Planning and control
Work structure
Organization structure
Product flow facility structure
Information flow facility structure
Management methods
Power and leadership structure
Risk and reward structure
Culture and attitude

text: However, a more careful examination of the existing literature[38] leads to a more comprehensive understanding of what should be the key critical supply chain components, or "branches" of the previously identified supply chain business processes—that is, what kind of relationship the components may have that are related to suppliers and customers. Bowersox and Closs (1996) state that the emphasis on cooperation represents the synergism leading to the highest level of joint achievement. A primary-level channel participant is a business that is willing to participate in responsibility for inventory ownership or assume other financial risks, thus including primary level components (Bowersox and Closs, 1996). A secondary-level participant (specialized) is a business that participates in channel relationships by performing essential services for primary participants, including secondary level components, which support primary participants. Third-level channel participants and components that support primary-level channel participants and are the fundamental branches of secondary-level components may also be included.

text: Consequently, Lambert and Cooper's framework of supply chain components does not lead to any conclusion about what are the primary- or secondary-level (specialized) supply chain components (see Bowersox and Closs, 1996, p. 93) —that is, which supply chain components should be viewed as primary or secondary, how these components should be structured in order to achieve a more comprehensive supply chain structure, and how to examine the supply chain as an integrative one (See above sections 2.1 and 3.1).

text: Reverse supply chain[edit]

text: Reverse logistics is the process of managing the return of goods. It is also referred to as "aftermarket customer services". Any time money is taken from a company's warranty reserve or service logistics budget, one can speak of a reverse logistics operation. Reverse logistics is also the process of managing the return of goods from store, which the returned goods are sent back to warehouse and after that either warehouse scrap the goods or send them back to supplier for replacement depending on the warranty of the merchandise. 3

text: Systems and value[edit]

text: Supply chain systems configure value for those that organize the networks. Value is the additional revenue over and above the costs of building the network. Co-creating value and sharing the benefits appropriately to encourage effective participation is a key challenge for any supply system. Tony Hines defines value as follows: "Ultimately it is the customer who pays the price for service delivered that confirms value and not the producer who simply adds cost until that point".[14]

text: Global applications[edit]

text: Global supply chains pose challenges regarding both quantity and value. Supply and value chain trends include:

text:
Globalization
Increased cross-border sourcing
Collaboration for parts of value chain with low-cost providers
Shared service centers for logistical and administrative functions
Increasingly global operations, which require increasingly global coordination and planning to achieve global optimums
Complex problems involve also midsized companies to an increasing degree

text: These trends have many benefits for manufacturers because they make possible larger lot sizes, lower taxes, and better environments (e.g., culture, infrastructure, special tax zones, or sophisticated OEM) for their products. There are many additional challenges when the scope of supply chains is global. This is because with a supply chain of a larger scope, the lead time is much longer, and because there are more issues involved, such as multiple currencies, policies, and laws. The consequent problems include different currencies and valuations in different countries, different tax laws, different trading protocols, vulnerability to natural disasters and cyber threats[39], and lack of transparency of cost and profit.

text: Supply chain consulting[edit]

text: Supply-chain consulting is the providing of expert knowledge in order to assess the productivity of a supply-chain and, ideally, to enhance the productivity.[40]

text: Supply chain Consulting is a service involved in transfer of knowledge on how to exploit existing assets through improved coordination and can hence be a source of competitive advantage; Hereby the role of the consultant is to help management by adding value to the whole process through the various sectors from the ordering of the raw materials to the final product.[41]

text: On this regard, firms either build internal teams of consultants to tackle the issue or use external ones, (companies choose between these two approaches taking into consideration various factors).[42]

text: The use of external consultants is a common practice among companies.[43] The whole consulting process generally involves the analysis of the entire supply-chain process, including the countermeasures or correctives to take to achieve a better overall performance.[44]

text: Certification[edit]

text: Skills and competencies[edit]

text: Supply chain professionals need to have knowledge of managing supply chain functions such as transportation, warehousing, inventory management, and production planning. In the past, supply chain professionals emphasized logistics skills, such as knowledge of shipping routes, familiarity with warehousing equipment and distribution center locations and footprints, and a solid grasp of freight rates and fuel costs. More recently, supply chain management extends to logistical support across firms and management of global supply chains.[45] Supply chain professionals need to have an understanding of business continuity basics and strategies.[46]

text: Roles and responsibilities[edit]

text: Supply chain professionals play major roles in the design and management of supply chains. In the design of supply chains, they help determine whether a product or service is provided by the firm itself (insourcing) or by another firm elsewhere (outsourcing). In the management of supply chains, supply chain professionals coordinate production among multiple providers, ensuring that production and transport of goods happen with minimal quality control or inventory problems. One goal of a well-designed and maintained supply chain for a product is to successfully build the product at minimal cost. Such a supply chain could be considered a competitive advantage for a firm.[47][48]

text: Beyond design and maintenance of a supply chain itself, supply chain professionals participate in aspects of business that have a bearing on supply chains, such as sales forecasting, quality management, strategy development, customer service, and systems analysis. Production of a good may evolve over time, rendering an existing supply chain design obsolete. Supply chain professionals need to be aware of changes in production and business climate that affect supply chains and create alternative supply chains as the need arises.[47] Individuals working in supply chain management can attain a professional certification by passing an exam developed by a third party certification organizations. The purpose of certification is to guarantee a certain level of expertise in the field.

text: Education[edit]

text: The knowledge needed to pass a certification exam may be gained from several sources. Some knowledge may come from college courses, but most of it is acquired from a mix of on-the-job learning experiences, attending industry events, learning best practices with their peers, and reading books and articles in the field.[49] Certification organizations may provide certification workshops tailored to their exams.[50] There are also free websites that provide a significant amount of educational articles, as well as blogs that are internationally recognized which provide good sources of news and updates.

text: Rankings[edit]

text: The following North American universities rank high in their master's education in the SCM World University 100 ranking, which was published in 2017 and which is based on the opinions of supply chain managers: Michigan State University, Penn State University, University of Tennessee, Massachusetts Institute of Technology, Arizona State University, University of Texas at Austin and Western Michigan University. In the same ranking, the following European universities rank high: Cranfield School of Management, Vlerick Business School, INSEAD, Cambridge University, Eindhoven University of Technology, London Business School and Copenhagen Business School.[51] In the 2016 Eduniversal Best Masters Ranking Supply Chain and Logistics the following universities rank high: Massachusetts Institute of Technology, KEDGE Business School, Purdue University, Rotterdam School of Management, Pontificia Universidad Catolica del Peru, Universidade Nova de Lisboa, Vienna University of Economics and Business and Copenhagen Business School.[52]

text: Organizations[edit]

text: There are a number of organizations that provide certification exams, such as CSCMP (Council of Supply Chain Management Professionals), IIPMR (International Institute for Procurement and Market Research), APICS (the Association for Operations Management), ISCEA (The International Supply Chain Education Alliance) and IoSCM (Institute of Supply Chain Management). APICS' certification is called Certified Supply Chain Professional, or CSCP, and ISCEA'S certification is called the Certified Supply Chain Manager (CSCM), CISCM (Chartered Institute of Supply Chain Management) awards certificate as Chartered Supply Chain Management Professional (CSCMP). Another, the Institute for Supply Management, is developing one called the Certified Professional in Supply Management (CPSM)[53] focused on the procurement and sourcing areas of supply chain management. The Supply Chain Management Association (SCMA) is the main certifying body for Canada with the designations having global reciprocity. The designation Supply Chain Management Professional (SCMP) is the title of the supply chain leadership designation.

text: Topics addressed by selected professional supply chain certification programmes[edit]

text: It has been suggested that this list be split into a new article titled Comparison of supply chain certification programmes. (Discuss) (October 2017)

text: The following table compares topics addressed by selected professional supply chain certification programmes.[53][54][55][56]

text:
Awarding Body
Chartered Institute of Procurement and Supply (CIPS)
Supply Chain Management Association (SCMA) Supply Chain Management Professional (SCMP)
International Institute for Procurement and Market Research (IIPMR) Certified Supply Chain Specialist (CSCS) and Certified Procurement Professional (CPP)
Institute for Supply Management (ISM) Certified Professional in Supply Management (CPSM)
The Association for Operations Management (APICS) Certified Supply Chain Professional (CSCP)
International Supply Chain Education Alliance (ISCEA) Certified Supply Chain Manager (CSCM)
American Society of Transportation and Logistics (AST&L) Certification in Transportation and Logistics (CTL)
The Association for Operations Management (APICS) Certified Production and Inventory Management (CPIM)
International Supply Chain Education Alliance (ISCEA) Certified Supply Chain Analyst (CSCA)
Institute of Supply Chain Management (IOSCM)
Institute for Supply Management (ISM) Certified Purchasing Manager (CPM)
International Supply Chain Education Alliance (ISCEA) Certified Demand Driven Planner (CDDP)
CISCM (Chartered Institute of Supply Chain Management) awards certificate as Chartered Supply Chain Management Professional (CSCMP)

Procurement
High
High
High
High
High
High
Low
Low
High
High
High
Low
High

Strategic Sourcing
High
High
High
Low
High
Low
Low
Low
Low
Low
Low
High

New Product Development
Low
High
High
High
Low
Low
Low
Low
Low
Low
Low
High

Production, Lot Sizing
Low
Low
Low
Low
Low
High
High
Low
High
Low
High
High

Quality
High
High
High
High
Low
Low
High
Low
High
High
High
High

Lean Six Sigma
Low
High
Low
Low
High
Low
Low
High
Low
Low
High
Low

Inventory Management
High
High
High
High
High
High
High
High
High
High
High
High

Warehouse Management
Low
Low
Low
Low
Low
High
Low
High
High
Low
Low
High

Network Design
Low
Low
Low
Low
High
High
High
High
Low
Low
Low
Low

Transportation
High
High
Low
Low
High
High
High
High
High
High
Low
High

Demand Management, S&OP
Low
High
High
High
High
High
High
High
High
Low
High
High

Integrated SCM
High
High
Low
High
High
High
Low
High
High
High
High
High

CRM, Customer Service
High
Low
Low
High
High
Low
Low
Low
High
Low
High
High

Pricing
High
High
Low
High
High
Low
Low
Low
Low
Low
Yes
High

Risk Management
High
High
High
Low
Low
Low
High
Low
High
Low
High
Low

Project Management
Low
High
High
Low
High
Low
High
Low
High
Low
High
High

Leadership, People Management
High
High
High
Low
High
Low
High
Low
High
High
High
High

Technology
High
High
Low
High
High
High
Low
High
High
High
High
High

Theory of Constraints
High
Low
Low
Low
High
Low
Low
High
Low
Low
High
High

Operational Accounting
High
High
High
Low
High
Low
Low
Low
Low
High
Low
Low


document_title: Mr. Gold

question_text: once upon a time who is mr gold son

question_tokens: once upon a time who is mr gold son

root

text: Mr. Gold

text: Character background[edit]

text: Season 1 and 2[edit]

text: In the Enchanted Forest, Mr. Gold was originally known as Rumplestiltskin, a whimsical yet sinister sorcerer who delights in making devilish deals with desperate people, warning them "all magic comes with a price."[4] He is also known as the "Dark One," the Beast and the crocodile that cost Captain Hook his left hand. He is the son of Fiona/Black Fairy and Malcolm/Peter Pan, the true love of Belle, father to Baelfire/Neal Cassidy and Gideon, grandfather to Neal and Emma Swan's biological son Henry and great-grandfather of Lucy.

tag: p

text: On a dark winter night shortly after his birth, the Blue Fairy and Tiger Lily, the newborn's fairy godmother, visit to deliver a prophecy about the child's destiny to become the Savior and die fighting a great evil. After Fiona becomes obsessed with changing her child's destiny, she transforms herself into a Fairy to protect her son. Fiona takes the infant with her as she searches for the great evil prophesied to be born the same winter. Fiona and Tiger Lily are unable to find the great evil and take the child to the sacred fairy vault. Eventually, Tiger Lily wants to stop Fiona, when she realizes the latter wants to cast a dark curse. Fiona takes the fairy's heart to stop her, turning her into the Black Fairy, but the Blue Fairy returns it. Then, Tiger Lily wants to give the Shears of Destiny to Fiona to cut away her powers, so she is no longer the great evil that her son would be supposed to face. Fiona insists that she needs her powers to protect her son, so she uses the shears to sever his destiny as the Savior. Fiona is then banished to the Dark Realm by the Blue Fairy, vowing to do everything in her power to one day get back to her son. Later, the Blue Fairy and Tiger Lily take the infant and return him to his father, Malcolm. The two fairies pretend that Fiona died in an accident while protecting their son. With great bitterness, and thinking his son is responsible for the death of Fiona, Malcolm announces that he has a fitting name to bestow on the infant: Rumplestiltskin.

text: Later, as a boy, Malcolm left him with two spinners, from whom he receives a magic bean to create a portal to another world. Malcolm uses the bean to take them to Neverland, though he forces Rumplestiltskin to be returned to the Enchanted Forest, realizing his son was preventing him from becoming a boy again. Rumplestiltskin witnesses his father transforms into Peter Pan.

text: As an adult Rumplestiltskin becomes a poor spinner who deserts from the Ogre Wars, to the disgust of his wife Milah, who leaves him for the pirate Killian Jones. Rumplestiltskin is then tricked into becoming the Dark One, later killing Milah and cutting off Killian's hand.

text: He prevents his son Baelfire from being forced to join the wars, though Bae wants rid of his powers, creating a portal to transport them to a world without magic. Rumplestiltskin fears losing his powers, leaving Bae to cross over alone; he vows to find his son. He trains Zelena, the Wicked Witch of the West, until she becomes jealous of his continued teaching of her half-sister, the Evil Queen Regina, who he chooses to cast his dark curse. As part of a deal to save her town, Belle becomes the caretaker of his estate and the two form a romantic bond until Rumplestiltskin forces her to leave forever, mistaking her for working with Regina, who later claims that Belle committed suicide. Soon afterwards, Prince Charming and Snow White use squid ink to immobilize Rumplestiltskin, and place him in a magical jail. Regina enacts his curse, and he requests that she give him a place of comfort in the world that they will be sent to. He also asks that Regina does what he says, as long as he says please.

text: In Storybrooke, he is Mr. Gold, the owner of a pawn shop and the town's wealthiest resident. Like everyone else except Regina, he does not remember his true identity until Emma comes to town and tells him her name. He owns most of the town. He finds Regina a baby whom she names Henry, only for her to later learn that he is Emma Swan's biological son. He helps Emma become sheriff, and offers his legal services to Mary Margaret Blanchard (Snow White). Emma breaks the curse and Gold is reunited with Belle, bringing magic back to Storybrooke. He is enraged when he learns that leaving the town will remove residents' magical memories, as he had planned to search for Baelfire. Gold eventually creates a potion to leave and tracks Bae to Manhattan, learning he is Neal Cassidy, Henry's father.[5] Gold begins to die after he is poisoned by Hook with Dreamshade and the group return to Storybrooke, where Mary Margaret heals him by crusbing Cora's heart. Regina blames him for her mother's demise until she realizes Mary Margaret is the real culprit. Gold comes to Regina's mausoleum to pay his respects at Cora's coffin. He states Cora has a place in his heart, too, but she doesn't believe his words and accuses him of exchanging her mother's life to save his own. He tries to deter her from the path of revenge against Mary Margaret, but Regina promises she will pay for Cora's death. Gold notifies David and Emma of Regina's plans. As he moves to leave directly after delivering the news, David persuades him to help them stop Regina since he owes Mary Margaret for saving his life. After Regina leaves the mausoleum, Gold and David search and find missing spell ingredients. Gold concludes Regina wants to cast the curse of the empty-hearted. The spell requires sacrificing the heart of the person she hates most—Mary Margaret. Gold suggests ending this feud by killing Regina; an idea Henry objects to, though David and Emma don't see any other choice. Upset, the boy flees the building as Emma follows. Gold warns David that while Cora was dangerous for not having a heart, Regina is more of a menace for having one. While David is gone, Gold stands guard over Mary Margaret, especially when Regina attempts to steal her heart. Later, Gold receives a phone call notifying him that Regina destroyed the curse. Suddenly, Mary Margaret asks him how he is able to live with himself after all the evil things he has done. Gold says it's best to keep clinging to the belief he did the right thing, and to keep thinking so until the mantra becomes reality. In a dream, Gold celebrates Henry's birthday in the pawnshop along with David, Emma, Mary Margaret and Neal. He allows his grandson to pick out a present from the shop. Henry chooses a wand, which Gold then demonstrates for him. As the boy watches the movement, of the wand, Gold turns him into a statue. Henry's mom and grandparents react with shock, but Gold states that he has no choice since the boy will be his undoing. Brusquely, he takes his cane and smashes the statue. Only then, Gold awakes from the nightmare.

text: The next day, Gold watches from a distance as Henry and Neal play at the park. Regina stops by, inquiring why his son is with hers, to which Gold replies Neil is HeneyShe accuses him of orchestrating it, though he stresses this was fate's doing. Nonetheless, she knows he won't ever be accepted by others since he always chooses darkness. Surprising Belle at the hospital, Mr. Gold professes his love for her is real, which she believes. Belle thinks whatever past she did have, he was a part of it. Since she brings out the good in him, he will help her remember herself for his and her sake. After signing Belle's discharge papers, he finds her missing. Upon further inspection, a card of The Rabbit Hole. Mr. Gold discovers Belle, with false memories, calling herself Lacey. Furious, he confronts Regina, but she declares it's impossible to undo what has been done. Setting out to win Lacey's heart, Mr. Gold receives help from David to ask her out. During the date, Lacey expresses surprise that Mr. Gold is different from his fearsome reputation. She believes no one can truly know what's in a person's heart until you truly know someone. Shocked to hear words she once said in the past, he spills wine on her dress. Lacey leaves to clean up at the bathroom, but when she doesn't return, he finds her in the alley with Keith. Mistaking their rendezvous for a sexual assault, he scares off Keith. Lacey admits she only accepted his date out of pity for him, and that she is not Belle. Later, he takes out his anger by ripping out Keith's tongue and beating him up. Lacey, witnessing his actions, becomes drawn to Mr. Gold dark self. Sensing her acceptance of him, he continues to hit Keith as Lacey watches with a mischievous smile. That same night, after Mr. Gold is done with Keith, he and Lacey stroll out into the parking lot side-by-side while chatting animatedly. Unbeknownst to either, Hook sees them from the clock tower. Outside the Rabbit Hole, Mr. Gold allegedly catches Dr. Whale looking at Lacey. After forcing him to the ground, he tries to make Dr. Whale to kiss his foot as punishment when Neal stops the altercation. As tensions rise, Mr. Gold sends Lacey to the shop so he can talk privately with Neal. His son is upset that Mr. Gold apparently doesn't care about meeting his fiancée, Tamara. Mr. Gold believes the relationship won't work since Neal still have feelings for Emma. His son, however, is disappointed his father has not changed from the past. Neal then permanently cuts off contact with him; stating that the only person he's in Storybrooke for is Henry. While spending time with Lacey at the pawnshop, he is approached by David and Mary Margaret. Again, Mr. Gold asks Lacey to leave so he can take care of business. The pair ask for a way to locate Regina, and he helps them due to being indebted to Mary Margaret after she saved his life. Bringing out a bottle containing one of Regina's tears, Mr. Gold collects Mary Margaret's tear and mixes the two. Afterwards, he instructs she must put the liquid into her eye so a temporary bodily connection with Regina can be breached. After they are gone, Lacey curiously asks him about his magical abilities. Conjuring a necklace, he then helps her put it on. As Lacey learns more about his inability to age as the Dark One, she, too, wishes to be immortal so they can be together forever. He says it's possible, but mentions it doesn't keep a person immune from dying. Mr. Gold goes on to tell her about a prophecy a seer gave him a long time ago that someone will be his undoing, which he takes to mean his death will occur because of this person. Puzzled, Lacey questions why he doesn't just get rid of the obstacle in his way as he's the kind of man who won't let anything stand in his way. At a distance, Mr. Gold deliberately tries to sabotage the swing Henry is playing on, but a car door slam startles him. From a truck, Emma and her parents step out. When questioned by a suspicious David, Mr. Gold lies and states that he's spending time with his grandson. Grimly, David and Mary Margaret tell him about Neal's sudden death at Tamara's hands. Hastily, they also fill Mr. Gold in on Greg and Tamara's plans of setting off a trigger to obliterate every person in Storybrooke who was not born in the Land Without Magic. They ask for his help to stop it, but he refuses. Blaming himself for Neal's death, after bringing magic to this land in order to find him, Mr. Gold is prepared to die once the trigger self-destructs. Later on, he receives a potion from Leroy to restore Lacey's memories. As the demise of Storybrooke nears, Mr. Gold drinks scotch with Lacey. She accidentally spills some and uses Baelfire's shawl as a wiping rag. Outraged, he snatches it back and angrily exclaims it belonged to someone very important to him, and that she would not understand. Mr. Gold recognizes, in this instance, that the person he needs most is Belle. Magically reconstructing the chipped cup, he pours the potion into it. With one sip, Lacey's memories as Belle return. As they reunite, Mr. Gold apologizes for waking her up only to die on the same day. Soon, destruction is alleviated when Emma and Regina's combined powers stop the trigger. At the dock, Mr. Gold and Belle learn Henry has been taken to another world by Greg and Tamara. Hook, possessing the last magic bean, agrees to help them pursue Henry's kidnappers. Mr. Gold persuades Belle into enacting a cloaking spell to keep outsiders from entering town. Mr. Gold intends this to be the last time they meet as it is his duty to save Henry for Neal's sake. Hopeful as ever, Belle believes the future isn't always what it seems, and they will see each other again. Parting with a kiss, Belle walks away, and then assures him that Neal would be proud. Aboard the Jolly Roger, Mr. Gold conjures the magic globe and pricks a drop of blood onto it, which pinpoints Henry in Neverland. After Hook opens a portal with the bean, he, Mr. Gold, David, Emma, Mary Margaret and Regina set sail for the land.

text: Season 3 and 4[edit]

text: When Henry is kidnapped to Neverland, Gold travels with Emma, her parents, Regina and Hook to rescue him from his father's plot to steal Henry's heart. Returning to Storybrooke, Pan attempts to kill his loved ones, though Gold uses his dagger to sacrifice both himself and his father. However, Pan's curse is enacted, and when Regina destroys her curse to end Pan's curse, the inhabitants are returned to the Enchanted Forest.

text: Neal and Belle travel to Rumplestiltskin's castle and are located to the Dark One's vault where Neal resurrects Rumplestiltskin but kills himself. Before he dies, Rumplestiltskin merges Neal's body with his own. When Snow White and Prince Charming enact a curse to stop Zelena, Mr. Gold is returned to Storybrooke under Zelena's control. Emma later finds him, only to find that Neal is trapped within him, thus causing Gold to lose his mind. Neal asks for Emma to free Gold to defeat Zelena, though he will die; she reluctantly agrees.[6] Mr. Gold proposes to Belle, also giving her his dagger. Unknown to her, it is a fake, and Gold uses the original to kill Zelena. He later marries Belle with her father's blessing, secretly returning the real dagger to Belle. Gold soon discovers the Sorcerer Merlin's magical hat in Storybrooke and once again defies Belle to take back the original blade. Attempting to cleave himself from his dagger and have ultimate power and control by killing Hook, Belle stops him and banishes him from the town. Gold finds Ursula and Cruella and enlists them to help in returning to Storybrooke, later teaming with Maleficent to find the Author of Henry's book and retrieve their own happy endings at the expense of Emma who's savior status must be removed. As Mr. Gold's darkened heart affliction worsens, he uses the Author to create an alternate universe in which villains get their happy endings. However, Henry undoes Isaac's work, and Belle finds an unconscious Mr. Gold back in Storybrooke. The Apprentice removes the Dark One's powers from Gold's heart and keeps him in a preservation spell. The darkness is then taken in by Emma, who becomes the new Dark One.

text: Season 5[edit]

text: He is then left under the spell during the Camelot Quest. Shortly after the heroes' return, he is awoken by Emma and forced to become a hero via protection of Belle in order to pull Excalibur from its stone. After succeeding, Gold threatens to ensure Emma's defeat, because as a former Dark One, he knows better than anyone how to defeat one. After Hook was revealed to be the true villain, Gold engaged in a duel with him for the first time as a human since their first meeting. Despite the reversed circumstances – with Hook as the Dark One and Gold as the mortal – Gold still managed to defeat Hook in combat, purposefully allowing him to live, believing it would haunt Hook that he had been defeated by his "cowardly" nemesis. Though Gold hoped to resume his relationship with Belle, she ended the relationship due to the numerous times he lied and hurt her.

text: After Hook unleashed the dead Dark Ones into Storybrooke, Gold was among those whose souls were claimed and were to be taken to the Underworld in place of the Dark Ones. Though Gold claimed it was pointless to resist, Emma continued to look for a way to stop Hook. Taking advantage of Emma's decision to use Excalibur to destroy the Darkness once and for all, Gold enchanted the blade so that the Darkness would be transferred back into him. Indeed, following Hook's redemptive sacrifice, Gold was revealed to not only be the Dark One again, but to embody the power of every Dark One before, including Emma Swan. Upon discovering this fact, Emma used this to blackmail Gold into helping the heroes journey to the Underworld to resurrect Hook. When he arrived, he is tempted by his father, who must live out his soul as Peter Pan, an offer to trade a living soul for his, and was tempted by Hades to leave only to betray Gold by forcing him to kill Milah just as they were hoping for her to make peace with Baelfire. Hades then uses the contract that gave the healer their second child, as payback by amending it in order to do Hades' bidding. When he created a portal for Hades in order to bring Zelena's daughter to the Underworld, the portal also bought Belle as well, and he confessed to her about his reclaiming his role as the Dark One and her pregnancy, explaining that she cannot merely love him for the man she sees inside the beast, since the beast is also a part of him. Upset with Belle going into a sleep to protect their child, Gold decides to resort to using dark magic again, and with the help of Pan to act as a "Loophole," he kidnapped Zelena, as she was responsible for giving Belle the spindle that put her under in the first place. After getting Hades to rip up the contract for his and Belle's baby, he rips Robin's heart out to give it to Pan so he can live again but Rumple double crosses him and puts Robin's heart back and puts a glamoured wineskin filled with water from the River of Souls. He later puts Belle in the Underworld Pandora's Box and leaves back to Storybrooke and goes to Belle's father to get him to wake her up but he refuses until Rumple is gone from Belle's life. After Hades's death, Gold uses the Olympian Crystal to steal Storybrooke's magic to help free Belle from her sleeping curse but when Henry steals it to destroy magic believing it to be nothing but trouble, Gold lies to everyone and says if he destroys magic he will destroy us. After finding Henry in New York, he steals the crystal back and plans to use its magic to wake Belle up but Mr. Hyde uses The Sorcerer's wand to open a portal and steal Pandora's Box which contains Belle after Rumple decided to save the crystal instead. When Henry destroys magic Rumple suggests they visit a man called "The Dragon", who might tell them where to find any magic left in the world and when they discover the fountain in New York contains magic they get random people to help make wishes to get their family back and after Snow, David, Hook, Zelena, and Dr. Jekyll return Gold travels to the Land of Untold Stories to confront Hyde and get Belle. Hyde later makes a deal with Gold to give him info about how to free Belle from her sleeping curse in exchange for Storybrooke in which Gold agrees.

text: Season 6[edit]

text: Rumple uses the Sands of Morpheus to wake Belle, at the same time, meeting the consciousness of his unborn son in the dream world. Due to his son encouraging Belle not to let Rumple ruin their lives, she leaves him to stay on the Jolly Roger. Rumple attempts to show Belle he does love her and their son, but fails numerous times. At the same time, the Evil Queen tries seducing him into help her; pretending to fall for her wiles, Rumple instead manipulates her. Tired of the man he sees in the mirror, Gold cuts his hair short, hoping a new look would help. Eventually, the Evil Queen frames him for accelerating Belle's pregnancy to make her give birth; to keep their son safe, Belle asks Mother Superior to take him somewhere else. Rumple is left saddened as Belle refused to tell him the name of their son, telling her he would never have hurt her or him. To his horror later, Rumple finds himself unable to find their son with magic; he tells Belle to ask Mother Superior, with both learning a terrible truth: the Black Fairy kidnapped their son. Rumple reveals to Belle that the Black Fairy is his mother, and that she is corrupting their son, Gideon, as they speak. A short time later, a hooded figure arrives at the shop, and to their horror, it is a grown-up Gideon, now poisoned with evil by the Black Fairy; he is the one destined to kill Emma.

text: Gideon explains to his parents that he has arrived in Storybrooke to kill the Savior and take her powers for himself in order to defeat the Black Fairy and free the Dark Realm. Belle agrees to work with Rumple in order to save their son from the darkness growing inside of him and to prevent the looming "war" in Storybrooke. Rumple later learn that Gideon has been under the control of the Black Fairy, who has stolen his heart. He was ready to annihilate Storybrooke, if that meant destroying her. He learned the truth about how he separated with his mother, when Blue Fairy had sent her to Dark Realm, was destined to be Savoir and kill his mother. After Rumple secretly forges an alliance with his mother in order to retrieve Gideon's heart, he returns the heart and Gideon happily reunites with his parents. Hook prevented Gold from interrupting his wedding with Emma and knocked him with poison from Neverland. The Black Fairy arrives to aid her son, and after Mr. Gold is awake again, he steals a potion that Regina created to freeze the Black Fairy's Dark Curse. With it, Mr. Gold uses it on Regina, Zelena, Snow, and David, which helps the Black Fairy's plan to isolate Emma from her family and friends.

text: Under the Black Fairy's Dark Curse, Mr. Gold somehow manages to retain his true memories as he had suspicions that his mother could not be trusted. His son, Gideon, works with him in the pawnshop, and has cursed memories of his mother Belle abandoning him after his birth. Mr. Gold plays along with this, especially when Fiona pays the father-son pair a visit, but in secret, he searches for Belle's book and attempts to use it to change Gideon's opinion of the mother who supposedly left him. He suggests that Belle isn't the heartless person that Gideon believes her to be, but Gideon is fed up with his father refusing to accept that Belle left them and reasons that they could be happy if he would just let the past go. Still unconvinced, Mr. Gold asks Fiona to reopen the investigation into Belle's disappearance. Fiona admits she has been withholding information, however, since he is adamant to know everything, she shows him photographic evidence of Belle happily living overseas. She persuades him to let go of Belle since he could never be the man that she wanted him to be, but he still can be the man that his son needs. Later, Mr. Gold tries to stop Henry from entering the shop backroom and even pretends to not know the boy is his grandson, however, Henry goes in anyway to unveil hidden bottles of magic as proof that Mr. Gold does indeed remember. Mr. Gold admits his distrust in Fiona's story about Belle and his plans to find her. Although he refuses to help Henry save Emma's family who are all trapped in the Enchanted Forest, he allows him to take something from the shop to use against Fiona. Mr. Gold goes on to use Belle's book to track her to a house in Storybrooke, where she lives in seclusion and is too fearful of going outside. He returns to the pawnshop and confronts his mother with the truth. Fiona insists she did it for his own good since Belle would have turned him away from his darker instincts, but she promises that once the final battle ends, her magic will reach uncharted levels that will allow her to make his family love him without him having to give up his Dark One powers. She even offers to revive his deceased firstborn, Baelfire, but as tempting as it is, Mr. Gold declines, no longer wanting to pay the price of magic. Mr. Gold grabs her wand, using it to magically choke her until she falls to her knees, while vowing to make her suffer for what she's done to his family. Fiona mocks him for thinking that stopping her will end the final battle and instead reveals the message in Henry's Author symbols, in that only light magic can defeat light magic. As Mr. Gold realizes she has ordered Gideon to kill Emma, Fiona boasts that not even her death can undo the command, to which Mr. Gold decides to test if she is right by killing her anyway.

text: Rumple kills the Black Fairy, the Dark Curse is lifted and he and Belle happily reunite. Together, they venture into the mines to search for Gideon's heart. Together they enter the mines to once again retrieve Gideon's heart and stop him before he can kill Emma. Upon finding the heart and considering the power he could gain from Emma's death, Rumple makes the decision to ignore his dark impulses and commands Gideon to let Emma live. after locating the heart, Mr. Gold is holding it in his palm when Rumplestiltskin, a manifestation of his darker instincts, appears to entice him with the possibility of allowing Emma to die at Gideon's hands so that his own magic can reach unprecedented levels and he can have both love and power. Mr. Gold refuses out of loyalty to his family, stating that he doesn't want to betray them and that he was destined to be a Savior. Rumplestiltskin still tries to sway him by suggesting he's destined to change magic with all the unlimited things he could do in this new world, but Mr. Gold declines again because none of it would be real for him. Holding up Gideon's heart, Mr. Gold speaks into it to order his son to stop but to his shock, it doesn't work because the Black Fairy's spell is too powerful. He reveals his failure to Belle, and as she comforts him with a hug, they hear a baby's cry. Upon further investigation of the baby, they realize Gideon has returned to them as a newly restored infant. Mr. Gold, overcome with emotion, believes they now have a fresh start, though Belle heartily corrects him by saying it's a happy beginning.

text: Belle and Rumple celebrate their "happy beginning" together with the Charmings, Emma, Hook, Regina, and Zelena at Granny's Diner.

text: Character development and reception[edit]

text: The producers had been eyeing Carlyle as the right person to play the dual roles,[7] even after having been written with him in mind, though the writers initially thought he would not accept the part. Horowitz recalled Carlyle's prison sequence in the pilot episode, which was the actor's first day on the set as "mind-blowing ... You could see Ginny actually jump, the first time he did that character. It was fantastic!" Jane Espenson has stated that no official first name has been established for him.


document_title: Nicky, Ricky, Dicky & Dawn

question_text: who plays dawn on nicky ricky dicky & dawn

text: Nicky, Ricky, Dicky & Dawn

text: Premise[edit]

text: The series focuses on quadruplets Nicky, Ricky, Dicky, and Dawn Harper, 10 years old at the start of the series,[1] who have nothing in common and often fight, but must work together to solve everyday situations.

text: Episodes[edit]

text: SeasonEpisodesOriginally airedFirst airedLast aired120September 13, 2014 (2014-09-13)March 24, 2015 (2015-03-24)225May 23, 2015 (2015-05-23)August 6, 2016 (2016-08-06)323January 7, 2017 (2017-01-07)August 5, 2017 (2017-08-05)414January 6, 2018 (2018-01-06)August 4, 2018 (2018-08-04)

tag: table

text: Cast and characters[edit]

text:
Brian Stepanek as Tom, the father of the quadruplets. It is a running gag in the series that he cares more about his possessions than his children, but he loves his family and is a kid at heart.
Allison Munn as Anne, the mother of the quadruplets who usually gets caught up in Tom's new obsessions.
Aidan Gallagher as Nicky, the youngest of the quadruplets. He is shown to be quite comedic, quirky, and easily confused.
Casey Simpson as Ricky, is the second oldest of the quadruplets. He is the smart one of the group, always seen carrying a book or doing his homework. He is also a neat freak and a bit of a goody two-shoes, though he occasionally tries to prove to Dawn and his brothers that he can bend rules as well.
Mace Coronel as Dicky, the third oldest and easy-going quadruplet who cares a great deal about his appearance. He always takes the easy way out. He ships himself to Australia in "Quadcodile Dundee".
Lizzy Greene as Dawn, the oldest of the quadruplets. Although she's always seen bothering her brothers, she does care about them deeply. There is a consistent rivalry for the leader spot of the quads between her and Ricky.
Gabrielle Elyse as Josie, a worker at Tom's sporting shop and babysitter for Nicky, Ricky, Dicky and Dawn. She only appears in the first season.
Kyla-Drew Simmons as Mae, the quads' friend and Dawn's best friend. She once called herself "the fifth quad". In the first two seasons, she is a recurring character, but she is promoted to a main character in the third season.

tag: ul

text: Production[edit]

text: The series was originally picked up for 13 episodes on March 13, 2014, but was later increased to 20 episodes.[2] The series premiered on September 13, 2014. On November 18, 2014, the series was renewed for a second season.[3] The second season premiered on May 23, 2015. On February 9, 2016, Nickelodeon renewed Nicky, Ricky, Dicky & Dawn for a third season of 14 episodes. It was also confirmed that Matt Fleckenstein would step down as show runner.[4] Actress Lizzy Greene announced on her Twitter account that production for season three started on April 26, 2016.[5] The third season premiered on January 7, 2017. The series was renewed for a fourth season and had its episode order for the third season increased from 14 to 24 by Nickelodeon on March 20, 2017.[6] On October 4, 2017, it was announced that Mace Coronel would be leaving both Nicky, Ricky, Dicky & Dawn, about five episodes before the end of the fourth season, and Nickelodeon.[7] On November 15, 2017, Nickelodeon announced that the fourth season would be the last.[8]

text: Reception[edit]

text: Ratings[edit]

text:
Season

Episodes

First aired

Last aired
Avg. viewers(millions)

Date

Viewers(millions)

Date

Viewers(millions)

1

20

September 13, 2014 (2014-09-13)

1.60[9]

March 24, 2015 (2015-03-24)

1.75[10]
1.75

2

25

May 23, 2015 (2015-05-23)

1.11[11]

August 6, 2016 (2016-08-06)

1.31[12]
1.46

3

23

January 7, 2017 (2017-01-07)

1.58[13]

August 5, 2017 (2017-08-05)

2.00[14]
1.47

4

14

January 6, 2018 (2018-01-06)

1.08[15]

August 4, 2018 (2018-08-04)

0.84[16]
0.95

text: Awards and nominations[edit]

text: This section does not cite any sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed. (March 2017) (Learn how and when to remove this template message)

text:
Year

Award

Category

Result

Refs

2015

Nickelodeon Kids' Choice Awards

Favorite TV Show

Nominated

[17][18]

2017

Nickelodeon Kids' Choice Awards

Favorite TV Show – Kids' Show

Nominated

[19]


document_title: NBA Most Valuable Player Award

question_text: who won the first mvp in the nba

question_tokens: who won the first mvp in the nba

text: NBA Most Valuable Player Award

text: Winners

text:
^

Denotes player who is still active in the NBA

*

Inducted into the Naismith Memorial Basketball Hall of Fame

Denotes player whose team won championship that year

Player (X)

Denotes the number of times the player had been named MVP at that time

Team (X)

Denotes the number of times a player from this team had won at that time

text:
Season

Player

Position

Nationality

Team

1955–56

Bob Pettit*

Power forward

 United States

St. Louis Hawks

1956–57

Bob Cousy*

Point guard

 United States

Boston Celtics

1957–58

Bill Russell*

Center

 United States

Boston Celtics (2)

1958–59

Bob Pettit* (2)

Power forward

 United States

St. Louis Hawks (2)

1959–60

Wilt Chamberlain*

Center

 United States

Philadelphia Warriors

1960–61

Bill Russell* (2)

Center

 United States

Boston Celtics (3)

1961–62

Bill Russell* (3)

Center

 United States

Boston Celtics (4)

1962–63

Bill Russell* (4)

Center

 United States

Boston Celtics (5)

1963–64

Oscar Robertson*

Point guard

 United States

Cincinnati Royals

1964–65

Bill Russell* (5)

Center

 United States

Boston Celtics (6)

1965–66

Wilt Chamberlain* (2)

Center

 United States

Philadelphia 76ers

1966–67

Wilt Chamberlain* (3)

Center

 United States

Philadelphia 76ers (2)

1967–68

Wilt Chamberlain* (4)

Center

 United States

Philadelphia 76ers (3)

1968–69

Wes Unseld*

Center/Forward

 United States

Baltimore Bullets

1969–70

Willis Reed*

Center

 United States

New York Knicks

1970–71

AaaLew Alcindor*[g]

Center

 United States

Milwaukee Bucks

1971–72

Kareem Abdul-Jabbar*[g] (2)

Center

 United States

Milwaukee Bucks (2)

1972–73

Dave Cowens*

Center

 United States

Boston Celtics (7)

1973–74

Kareem Abdul-Jabbar*[g] (3)

Center

 United States

Milwaukee Bucks (3)

1974–75

Bob McAdoo*

Power forward

 United States

Buffalo Braves

1975–76

Kareem Abdul-Jabbar*[g] (4)

Center

 United States

Los Angeles Lakers

1976–77

Kareem Abdul-Jabbar*[g] (5)

Center

 United States

Los Angeles Lakers (2)

1977–78

Bill Walton*

Center

 United States

Portland Trail Blazers

1978–79

Moses Malone*

Center

 United States

Houston Rockets

1979–80

Kareem Abdul-Jabbar*[g] (6)

Center

 United States

Los Angeles Lakers (3)

1980–81

Julius Erving*

Small forward

 United States

Philadelphia 76ers (4)

1981–82

Moses Malone* (2)

Center

 United States

Houston Rockets (2)

1982–83

Moses Malone* (3)

Center

 United States

Philadelphia 76ers (5)

1983–84

Larry Bird*

Small forward

 United States

Boston Celtics (8)

1984–85

Larry Bird* (2)

Small forward

 United States

Boston Celtics (9)

1985–86

Larry Bird* (3)

Small forward

 United States

Boston Celtics (10)

1986–87

Magic Johnson*

Point guard

 United States

Los Angeles Lakers (4)

1987–88

Michael Jordan*

Shooting guard

 United States

Chicago Bulls

1988–89

Magic Johnson* (2)

Point guard

 United States

Los Angeles Lakers (5)

1989–90

Magic Johnson* (3)

Point guard

 United States

Los Angeles Lakers (6)

1990–91

Michael Jordan* (2)

Shooting guard

 United States

Chicago Bulls (2)

1991–92

Michael Jordan* (3)

Shooting guard

 United States

Chicago Bulls (3)

1992–93

Charles Barkley*

Power forward

 United States

Phoenix Suns

1993–94

Hakeem Olajuwon*

Center

 Nigeria[b]

Houston Rockets (3)

1994–95

David Robinson*

Center

 United States

San Antonio Spurs

1995–96

Michael Jordan* (4)

Shooting guard

 United States

Chicago Bulls (4)

1996–97

Karl Malone*

Power forward

 United States

Utah Jazz

1997–98

Michael Jordan* (5)

Shooting guard

 United States

Chicago Bulls (5)

1998–99

Karl Malone* (2) [h]

Power forward

 United States

Utah Jazz (2)

1999–00

Shaquille O'Neal*

Center

 United States

Los Angeles Lakers (7)

2000–01

Allen Iverson*

Shooting guard

 United States

Philadelphia 76ers (6)

2001–02

Tim Duncan

Power forward

 United States[c]

San Antonio Spurs (2)

2002–03

Tim Duncan (2)

Power forward

 United States[c]

San Antonio Spurs (3)

2003–04

Kevin Garnett

Power forward

 United States

Minnesota Timberwolves

2004–05

Steve Nash*

Point guard

 Canada[d]

Phoenix Suns (2)

2005–06

Steve Nash* (2)

Point guard

 Canada[d]

Phoenix Suns (3)

2006–07

Dirk Nowitzki^

Power forward

 Germany

Dallas Mavericks

2007–08

Kobe Bryant

Shooting guard

 United States

Los Angeles Lakers (8)

2008–09

LeBron James^

Small forward

 United States

Cleveland Cavaliers

2009–10

LeBron James^ (2)

Small forward

 United States

Cleveland Cavaliers (2)

2010–11

Derrick Rose^ [i]

Point guard

 United States

Chicago Bulls (6)

2011–12

LeBron James^ (3)

Small forward

 United States

Miami Heat

2012–13

LeBron James^ (4)

Small forward

 United States

Miami Heat (2)

2013–14

Kevin Durant^

Small forward

 United States

Oklahoma City Thunder

2014–15

Stephen Curry^

Point guard

 United States

Golden State Warriors (2)

2015–16

Stephen Curry^ (2)

Point guard

 United States

Golden State Warriors (3)

2016–17

Russell Westbrook^

Point guard

 United States

Oklahoma City Thunder (2)

2017–18

James Harden^

Shooting guard

 United States

Houston Rockets (4)

text: Multi-time winners

text:
Rank
Player
Team(s)
Awards
Years

1
Kareem Abdul-Jabbar
Milwaukee Bucks (3) / Los Angeles Lakers (3)
6
1971, 1972, 1974, 1976, 1977, 1980

2
Bill Russell
Boston Celtics
5
1958, 1961, 1962, 1963, 1965

Michael Jordan
Chicago Bulls
1988, 1991, 1992, 1996, 1998

4
Wilt Chamberlain
Philadelphia Warriors (1) / Philadelphia 76ers (3)
4
1960, 1966, 1967, 1968

LeBron James
Cleveland Cavaliers (2) / Miami Heat (2)
2009, 2010, 2012, 2013

6
Moses Malone
Houston Rockets (2) / Philadelphia 76ers (1)
3
1979, 1982, 1983

Larry Bird
Boston Celtics
1984, 1985, 1986

Magic Johnson
Los Angeles Lakers
1987, 1989, 1990

9
Bob Pettit
St. Louis Hawks
2
1956, 1959

Karl Malone
Utah Jazz
1997, 1999

Tim Duncan
San Antonio Spurs
2002, 2003

Steve Nash
Phoenix Suns
2005, 2006

Stephen Curry
Golden State Warriors
2015, 2016


document_title: List of Australian of the Year Award recipients

question_text: who won the australian of the year in 1998

text: The Australian of the Year Award is given annually on Australia Day. The announcement of the award has become a major public event in Australia, and is televised nationwide. The award "offers an insight into Australian identity, reflecting the nation's evolving relationship with world, the role of sport in Australian culture, the impact of multiculturalism, and the special status of Australia's Indigenous people".[1] The award is unique in that it is sponsored by a national government and commands broad public support.

text: The following is a list of the recipients of the Australian of the Year award.[2][3]

text:
Year of
award
Name
Post
nominals
Born
Died
Comments

1960
Sir Burnet, MacfarlaneMacfarlane Burnet
OM
1899
1985
Virologist; 1960 Nobel Prize in Physiology or Medicine co-recipient

1961
Sutherland, JoanJoan Sutherland
CBE
1926
2010
Opera singer

1962
Sturrock, JockJock Sturrock

1915
1997
Yachtsman

1963
Sir Eccles, JohnJohn Eccles

1903
1997
Neurophysiologist; 1963 Nobel Prize in Physiology or Medicine co-recipient

1964
Fraser, DawnDawn Fraser

1937

Swimmer; gold medal winner at 1956, 1960 and 1964 Summer Olympic Games

1965
Helpmann, RobertRobert Helpmann
CBE
1909
1986
Actor; ballet dancer; director

1966
Brabham, JackJack Brabham
OBE
1926
2014
Racing driver; Formula One champion in 1959, 1960 and 1966

1967
Seekers, TheThe Seekers

N/A

Music group

1968
Rose, LionelLionel Rose
MBE
1948
2011
Boxer; first Aboriginal Australian to win world boxing title (1968)

1969
Casey, LordLord Casey
GCMG, CH, DSO, MC, PC
1890
1976
Politician, diplomat, Governor-General of Australia (1965–1969)

1970
Cardinal Sir Gilroy, NormanNorman Gilroy
KBE
1896
1977
Clergyman; first Australian-born Cardinal of the Roman Catholic Church

1971
Goolagong, EvonneEvonne Goolagong

1951

Tennis player

1972
Gould, ShaneShane Gould

1956

Swimmer; winner of three gold medals, a silver and bronze in 1972 Summer Olympics

1973
White, PatrickPatrick White

1912
1990
Author; 1973 Nobel Prize for Literature recipient

1974
Sir Heinze, BernardBernard Heinze

1894
1982
Conductor

1975
Cornforth, JohnJohn Cornforth
AC, CBE
1917
2013
Scientist; 1975 Nobel Prize in Chemistry recipient

MAJGEN Stretton, AlanAlan Stretton
AO, CBE
1922
2012
Australian Army officer; managed Cyclone Tracy cleanup

1976
LTCOL Sir Dunlop, EdwardEdward "Weary" Dunlop
CMG, OBE
1907
1993
Military surgeon; World War II prisoner of war

1977
Roe, RaighRaigh Roe
CBE
1922
2014
President of the Country Women's Association

Sir Tyrrell, MurrayMurray Tyrrell
KCVO, CBE
1913
1994
Official Secretary to six Governors-General

1978
Bond, AlanAlan Bond

1938
2015
Businessman

Yunupingu, GalarrwuyGalarrwuy Yunupingu

1948

Native title activist

1979
Bonner, NevilleNeville Bonner

1922
1999
First Aboriginal elected to the Parliament of Australia

Butler, HarryHarry Butler
OBE
1930
2015
Naturalist

1980
Clark, ManningManning Clark
AC
1915
1991
Historian

1981
Sir Crawford, JohnJohn Crawford

1910
1984
Economist

1982
Sir Williams, EdwardEdward Williams
KCMG, KBE, QC
1921
1999
Judge of the Supreme Court of Queensland; chairman of the 1982 Brisbane Commonwealth Games Foundation

1983
de Castella, RobertRobert de Castella
MBE
1957

Marathon runner

1984
O'Donoghue, LowitjaLowitja O'Donoghue
CBE
1932

Aboriginal health worker; inaugural chairperson of the Aboriginal and Torres Strait Islander Commission (1990–1996)

1985
Hogan, PaulPaul Hogan

1939

Actor

1986
Smith, DickDick Smith

1944

Entrepreneur

1987
Farnham, JohnJohn Farnham
AO
1949

Singer, entertainer

1988
Cottee, KayKay Cottee
AO
1954

First female sailor to perform a single-handed, non-stop circumnavigation of the world (1988)

1989
Border, AllanAllan Border
AO
1955

Australian cricket team captain

1990
Hollows, FredFred Hollows

1921
1993
Ophthalmologist; founder of The Fred Hollows Foundation

1991
Hollingworth, PeterPeter Hollingworth
AC, OBE
1935

Bishop; head, Brotherhood of St. Lawrence; Governor General

1992
Yunupingu, MandawuyMandawuy Yunupingu

1956
2013
Singer, Yothu Yindi

1993
No award made: period of award changed from the previous year to the year ahead in 1994; i.e. Mandawuy Yunupingu was named Australian of the Year for 1992 in 1993 and Ian Kiernan was named Australian of the Year for 1994 in 1994

1994
Kiernan, IanIan Kiernan
OAM
1940

Environmentalist; founder of Clean Up Australia and Clean Up the World

1995
Boyd, ArthurArthur Boyd
AC, OBE
1920
1999
Painter

1996
Yu, JohnJohn Yu
AM
1934

Paediatrician

1997
Doherty, PeterPeter Doherty
AC
1940

Veterinarian; immunologist; 1996 Nobel Prize in Physiology or Medicine recipient

1998
Freeman, CathyCathy Freeman

1973

Athlete; also Young Australian of the Year in 1990

1999
Taylor, MarkMark Taylor
AO
1964

Australian cricket team captain

2000
Sir Nossal, GustavGustav Nossal
AC, CBE
1931

Biologist

2001
LTGEN Cosgrove, PeterPeter Cosgrove
AC, MC
1947

Commander of the International Force for East Timor (1999-2000)
Chief of Army (2000–02)
Chief of the Defence Force (2002–05)
Governor-General of Australia (2014–present)

2002
Rafter, PatPat Rafter

1972

Tennis player

2003
Stanley, FionaFiona Stanley
AC
1946

Epidemiologist

2004
Waugh, SteveSteve Waugh
AO
1965

Australian cricket team captain and humanitarian

2005
Wood, FionaFiona Wood
AM
1958

Plastic surgeon; worked with victims of the 2002 Bali bombings

2006
Frazer, IanIan Frazer

1953

Immunologist

2007
Flannery, TimTim Flannery

1956

Scientist; global warming activist

2008
Kernaghan, LeeLee Kernaghan
OAM
1964

Singer

2009
Dodson, MickMick Dodson
AM
1950

Indigenous leader

2010
McGorry, PatrickPatrick McGorry
AO
1953

Psychiatrist[4]

2011
McKeon, SimonSimon McKeon
AO
1955

Philanthropist businessman[5]

2012
Rush, GeoffreyGeoffrey Rush

1951

Australian actor and film producer[6]

2013
Buttrose, ItaIta Buttrose
AO, OBE
1942

Australian journalist and businesswoman, founding editor of Cleo[7]

2014
Goodes, AdamAdam Goodes

1980

Australian rules footballer and indigenous community leader

2015
Batty, RosieRosie Batty

1962

Domestic violence campaigner[8]

2016
LTGEN Morrison, DavidDavid Morrison
AO
1956

Commitment to gender equality, diversity and inclusion[9]

2017
Mackay-Sim, AlanAlan Mackay-Sim

1951

Biomedical scientist treating spinal cord injuries

2018
Simmons, MichelleMichelle Simmons

1967

Scientia Professor of Quantum Physics in the Faculty of Science at the University of New South Wales