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1. U.S. Equity Strategy FLASH, JPMorgan, March 2, 2009, 4 5. 2. David Leonhardt, Stocks Finally Start Looking Affordable, New York Times, March 2, 2009, http://economix.blogs.nytimes.com/2009/03/02/ stocks- nally-start-looking-affordable. 3. Howard Marks, The Long View, Oaktree Capital, 1/9/09, www.oaktreecapital .com/Memos/ThelongView.htm. 4. Howard Marks, The Limits to Negativism, memo to Oaktree Clients, October 16, 2008. 5. Warren E. Buffett, Buy American. I Am. New York Times, October 16, 2008. 6. Ibid. 7. 2008 Berkshire Hathaway annual report, www.berkshirehathaway.com/ 2008ar/2008ar.pdf. 8. Baupost Group, L.L.C., Third Quarter Letter to Partners, October 10, 2008. 9. Baupost Group, L.L.C., 2008 Annual Letter to Partners, January 27, 2009. 10. Robert Hagstrom, The Warren Buffett Way (New York: John Wiley & Sons, 1997), 99. 11. Buffett, Buy American. I Am. 12. Baupost Group, 2008 Annual Letter to Partners. 13. Mark Twain, Roughing It (New York: Harper & Brothers, 1913), 276. 14. Jason Zweig, Your Money and Your Brain (New York: Simon & Schuster, 2007), 65. 15. Value Investor Insight, January 30, 2009, 20. 16. Baupost Group, 2008 Annual Letter to Partners. 17. Warren Buffett, Chairman s Letter, March 3, 1983, www.berkshirehathaway .com/letters/1982.html. 18. Jason Zweig, Wall Street s Wisest Man, Money, June 2001, www.jasonzweig .com/uploads/6.01Ellis.pdf. 19. Benjamin Graham, The Intelligent Investor, 4th ed. (New York: HarperCollins, 2005), ix. 20. Ibid, p. 203. 21. Ibid, p. 204 5. 22. Ibid, p. 512. 23. Forbes article, August 6, 1979, 25. 24. James Montier, Behavioural Investing (Hoboken, NJ: John Wiley & Sons, 2007), 300. 25. Fairholme Capital Management conference call, November 25, 2008, p. 5/6, www.fairholmefunds.com/player/nov25.pdf.

A warehouse may contain a great many dock doors, each of which must be backed by a significant amount of floor space to allow for proper materials movement and related shipping and receiving equipment. Thus, dock doors represent a considerable amount of non-value-added floor space, and so must be heavily utilized in order to release as much space as possible for other applications. One should track dock door utilization to determine if the current number of doors is optimal. To measure dock door utilization, multiply the average dock time per trailer by the number of trailers docked during the measurement period. Then divide the result by the total number of hours in the period, multiplied by the number of dock doors. The calculation is as follows: (Average dock time per trailer) (Number of trailers docked) (Number of hours in measurement period) (Number of dock doors) Proper formulation of this measurement requires tracking of all trailers docked during the measurement period, which one can back into by summarizing all shipping and receiving transactions through the computer system or by manually tracking this information. The key flaw in this measurement is the average dock time per trailer, which can seriously impact the measurement s accuracy if it is incorrectly formulated. One should schedule on the warehouse activities calendar a periodic reformulation of the average dock time, based on all trailers docked during a sample period.

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A property isan a ~ i b u t of a program that is for every possible execution e true of that program Properties of interest for concurrent programs fall into two categories: s ~ and Eiveness A safety property asserts that nothing bad ~ e ~ ~ happens during execution A liveness property asserts that something good eventually a happens h o t h e r way of putting this is that safety is concerned with program not reaching a bad state and that liveness is concerned with a program eventually reaching a good state In sequential programs, the most important safety property is that the final state is correct We have already seen that for concurrent programs, important safety properties are mutual exclusion and the absence of deadlock.

ious items. Only through constant attention to disposition can one obtain the maximum return on obsolete inventory. Reserve recognition: Include an obsolescence review in the closing procedure. Obsolete inventory can be the great hidden secret of many warehouses, which no one wants to address. This attitude only lets the obsolescence problem build up over time until it periodically becomes a major issue. A good control is to include in the monthly closing procedure a requirement to evaluate the sufficiency of the obsolescence reserve. In order to provide sufficient time for this task, always schedule it a few days before the actual month-end close, so there is no excuse to ignore it on the grounds of having insufficient time or staff to allocate to the task.

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