CMA SERVICE CONTRACT

an Developer eBookPlanning a Service-Oriented Architecture Over the last four decades, software architectureshave attempted to deal with increasing levels ofsoftware complexity. But the level of complexitycontinues to increase and traditional architectures seem tobe reaching the limit of their ability to deal with the problem. At the same time, the traditional needs of IT organisa-tions persist, such as theneed to respond quickly tonew requirements of thebusiness, the need to con-tinually reduce the cost of ITto the business, and theability to absorb and inte-grate new business partnersand new customer sets, toname a few. As an industry,we have gone through mul-tiple computing architec-tures designed to allow fullydistributed processing; pro-grammeming languagesdesigned to run on any plat-form, greatly reducing implementation schedules; anda myriad of connectivity products designed to allowbetter and faster integration of applications. However,the complete solution continues to elude us. Service Oriented Architecture (SOA) is seen as the nextevolutionary step in software architecture to help ITorganisations meet their ever more complex set ofchallenges. According to IBM, the SOA market nearlydoubled in 2005 to more than £2 billion and could top£7 billion by 2009.The W3C Web ServicesArchitecture Working Groupdefines SOA as a form ofdistributed systems architec-ture that is typically charac-terised by the followingproperties:• Logical view: The serviceis an abstracted, logical viewof actual programmes, data-bases, business processes,and the like, defined interms of what it does, typi-cally carrying out a business-level operation.• Message orientation: The service is formally definedin terms of the messages exchanged between provideragents and requester agents, and not the properties ofthe agents themselves. The internal structure of an2Planning a Service-Oriented Architecture, an Internet.com Developer eBook. Copyright 2008, Jupitermedia Corp.Planning a Service-Oriented Architecture[]Planning a Service-Oriented ArchitectureJupiterimagesService Oriented Architecture (SOA) is seen as the next evolutionary step in software architecture to help IT organisations meet their ever more complex set of challenges.“” agent -- including features such as its implementationlanguage, process structure, and even database struc-ture -- are deliberately abstracted away in the SOA. Byusing the SOA discipline, one does not and should notneed to know how an agent implementing a service isconstructed. A key benefit of this concerns so-calledlegacy systems. By avoiding any knowledge of theinternal structure of an agent, one can incorporate anysoftware component or application that can be"wrapped" in message handling code that allows it toadhere to the formal service definition.• Description orientation: A service is described bymachine-processable meta data. The description sup-ports the public nature of the SOA: Only those detailsthat are exposed to the public and important for theuse of the service should be included in the descrip-tion. The semantics of a service should be document-ed, either directly or indirectly, by its description.• Granularity: Services tend to use a small number ofoperations with relatively large and complex messages.• Network orientation: Services tend to be orientedtoward use over a network, though this is not anabsolute requirement.• Platform neutral: Messages are sent in a platform-neutral, standardised format delivered through theinterfaces. XML is the most obvious formSERVICE CONTRACT No.: 001-2006 / CMA CGM – NHAT TRANG TRADE VN On this present day , April 19th 2006, We : Shippers’ Representative : NHAT TRANG TRADE Forwarder : Pearl Trans Co.,Ltd Suppliers : LSC Address : Binh district Represented by Mrs Nguyen Thanh H – Branch Director Telephone : Mobile phone : Account number in VND: Tax Code: at Vietcombank Business License Number: Herein after called Party A Carrier’s Agent: CMA CGM VIETNAM CO Limited Address : Saigon Trade Center District 1, Hochimiminh Telephone : 84 Fax : 84 Represented by Mr LR – Managing Director Account number : Tax Code: at HSBC Hochiminh Business License Number : As General Agent in Vietnam for CMA-CGM Herein after called Party B It has been agreed that Party B upon authorization and on behalf of its principal supply transportation service and Party A agrees to use the service on the following conditions and terms: ARTICLE 1: BUSINESS PROFILE - Commodity - Package - Cargo weight - Port of loading - Port of discharge - Quantity guaranteed - Time of sailing : General cargo : in 40 High Cube : 15 MT : Hochiminh, Haiphong : Bahrain : a minimum of 100 X 40 High cube : days ARTICLE 2: PARTY A’S RESPONSIBILITY 2.1 2.2 2.3 2.4 Party A shall inform Party B of the stuffing plan 15 (fifteen) calendar days in advance Party A shall arrange at his responsibility the stuffing, loading commodity into container and sealing the container Party A shall supply the Party B with completed Container Packing List on delivery customs cleared container to Party B Party A shall provide detailed information about commodity, shipper and consignee to Party B in order to prepare Bill of Lading and other related documents Party A shall supply Party B with the copy of Certificate of appropriate commodity 2.5 Party A shall assure the payment thru its appointed forwarder Pearl Trans for the full amount of agreed freight and arising charges (if any) in due course 2.6 Party A will appoint its own forwarder Pearl Trans to cooperate with CMA for handling ARTICLE 3: PARTY B’S RESPONSIBILITY 3.1 3.2 3.3 3.4 Party B shall inform Party A of sailing schedule and supply Party A with requested number of cargo-worthy containers and seals Party B shall provide equipment and space as per party A’s pre-notice forecast plan during the valid time of contract Party B shall endeavour to load containers on earliest available vessel Containers in the final destination must be with the seals intact Party B shall submit Party A the following set of documents: a full set of Bill of Lading ( 03 original and 03 duplicate ) to Party A ARTICLE 4: FREIGHT RATE AND METHOD OF PAYMENT 4.1 Freight rate: - Hochiminh to Bahrain USD 4,650.00 per 40HC - Haiphong to Bahrain USD 4,750.00 per 40HC Rates are all – in BAF, CAF, CSF, THC including bill of lading fee, at Hochiminh and at Bahrain Place of payment: Freight prepaid in Vietnam Effective: from 1st May 2006 to April 30st 2007 4.2 Terms of payment: Cash against documents to start with With the possibility to come and pick up the original bill of lading working days after vessel departure The payment will be settled to CMA CGM Co Limited – bank account #:… Payment in Vietnamese currency according to selling exchange rate which announced by Vietcombank at time of payment 4.3 Demurrage & detention: Are free 30 (says thirty) days demurrage/detention for the shipment at the port of destination Bahrain From 31st day onwards, the charge demurrage/detention applicable is USD 15 per day and per container Storage charges at destination is excluded to the scope of agreement It is payable by the consignee as per port tariff ARTICLE 5: EXECUTION Any dispute of discrepancies, if the two sides could not reach an amicable settlement, shall be settled by the Economic Court of Hochiminh City The Court’s decision will be final for each party to be complied with This contract is valid from May 2006 to 30 April 2007 Any amendment to the contract will only be valid unless otherwise both parties agree in writing The party proposes the amendment shall inform other party at least 30 (says thirty) days in advance This contract is made in four copies of equal value Each Party holds two copies FOR AND ON BEHALF OF PARTY A PARTY B Seal/ Signature and Date FOR AND ON BEHALF OF Seal / Signature and Date this print for content only—size & color not accurate spine = 0.638" 272 page countBOOKS FOR PROFESSIONALS BY PROFESSIONALS®Expert Service-Oriented Architecturein C# 2005,SECOND EDITIONDear Reader,Service-oriented architecture (SOA) is a new, evolving model for building distrib-uted applications. SOA is built on loosely coupled components that exchangeSOAP/XML messages. Web services are a key component in SOA because theyexchange messages. Until recently, XML Web services built in ASP.NET have beenunable to support business-critical systems because they lacked importantservice guarantees: security, reliability, and performance. This has nowchanged with the release of Web Services Enhancements 3.0 (WSE).WSE 3.0 is a powerful complement to ASP.NET that allows you to build thenext generation of Web services. WSE 3.0 implements industry-standard Webservice specifications, including WS-Security and WS-Addressing, for buildingtruly interoperable Web services that are not tied to a single vendor. WSE 3.0integrates with the ASP.NET processing pipeline to provide advanced supportfor secure, reliable XML messages. In addition, WSE 3.0 provides an intuitive,flexible application programming interface that automatically generates theSOAP message attributes for secure, reliable messages.We wrote this book because we are passionate about SOA and Web servicesdevelopment. Our book teaches you the concepts behind SOA and shows youin very practical terms how to build business-critical Web services usingASP.NET and WSE 3.0. Our book will show you how to take your Web servicesdevelopment to the next level using the best of today’s technology.Prepare to be informed, and prepare to be inspired!Jeffrey Hasan, M.Sc., MCSD, and Mauricio Duran, MCPUS $39.99Shelve in.NETUser level:Advanced www.apress.comSOURCE CODE ONLINEforums.apress.comFOR PROFESSIONALS BY PROFESSIONALS™Join online discussions:Hasan,DuranSECONDEDITIONTHE EXPERT’S VOICE®IN .NETJeffrey Hasanwith Mauricio DuranExpertService-OrientedArchitecturein C# 2005SECOND EDITIONCYANMAGENTAYELLOWBLACKPANTONE 123 CVISBN 1-59059-701-X9 781590 59701953999689253 597019Jeffrey HasanPerformance Tuning andOptimizing ASP.NETApplicationsProfessional .NETFrameworkADO.NET Programmer’sReferenceProfessional VB6 WebProgrammingCompanion eBookSee last page for details on $10 eBook versionDefining Web services development with ASP.NET and WSE 3.0Service-Oriented Architecture in C# 2005CompanioneBookAvailableExpert Jeffrey Hasan with Mauricio DuranExpert Service-OrientedArchitecture in C# 2005Second Edition701xFM.qxd 7/14/06 5:43 PM Page i Expert Service-Oriented Architecture in C# 2005, Second EditionCopyright © 2006 by Jeffrey Hasan, Mauricio DuranAll rights reserved. No part of this work may be reproduced or transmitted in any form or by any means,electronic or mechanical, including photocopying, recording, or by any information storage or retrievalsystem, without the prior written permission of the copyright owner and the publisher.ISBN-13 (pbk): 978-1-59059-701-9ISBN-10 (pbk): 1-59059-701-XPrinted and bound in the United States of America 9 8 7 6 5 4 3 2 1Trademarked names may appear in this book. Rather than use a trademark symbol with every occurrenceof a trademarked name, we use the names only in an editorial fashion and to the benefit of the trademarkowner, with no intention of infringement of the trademark.Lead Editor: Jonathan HassellTechnical Reviewers: Mathew Upchurch, Omar Del RioEditorial Board: Steve Anglin, Dan Appleman, Ewan Buckingham, Gary Cornell, Jason Gilmore, Jonathan Hassell, James Huddleston, Chris Mills, Matthew Moodie, Dominic Shakeshaft, Jim Sumser, Matt WadeProject Manager: Richard Dal PortoCopy Edit Manager: Nicole LeClercCopy Editors: Jennifer Whipple, Ami KnoxAssistant Production Director: Kari Brooks-CoponyProduction Editor: Ellie FountainCompositor: Dina Managing Telecom Invoices & Service Contracts in the Enterprise: A Guide to Best Practices 1-800-COURSES www.globalknowledge.com Expert Reference Series of White Papers Written and provided by Introduction As the landscape of telecommunications service providers and service offerings evolves, the financial impact of change should be considered. Changes in service provider invoices that reflect administrative and financial impact created by service changes contributes to the overall complexity of financial management. Each time a service provider rolls out a new service offering, repackages existing technology or improves their service in any way, the financial management points to monitor and report upon also change. Service evolution and improvements are rapid in today's environment and these changes can negatively impact the budget unless control is gained over cost and service change. Telecom financial management is the practice of understanding, relating and managing the cost of telecommu- nications services. Financial management is supported by three key best practices disciplines: 1. Invoice & Service Inventory 2. Contract Inventory 3. Cost Control These best practices support understanding and proactive management of telecom services and cost. Best Practice: Invoice & Service Inventory Financial management begins with understanding the services present in a telecom environment. Cost for the services is represented on service provider invoices and these can be used to create a baseline for services and associated cost. Creating an inventory of cost as the first step in inventory development, rather than creating a physical service inventory, presents a clear picture of the total monthly cost of telecom service. Accurate or inaccurate, invoices are the vehicles that document charges a service provider assesses for telecom services. Invoiced service cost establishes a baseline of cost against which services and cost can be v alidated for con - tractual and service accuracy. In addition to invoices , service providers offer customer service records (CSRs), circuit inventories, service con- figuration inventories and equipment inventories which provide details about component charges that roll up to overall invoice cost. These documents, in conjunction with existing inventory information about services installed, allow customers to create a detailed inventory of the services installed and associated charges. This baseline of services can then be validated against known service installations and compared against service changes to refine the accuracy of the service inventory. Timothy C. Colwell Managing Telecom Invoices & Service Contracts in the Enterprise: A Guide to Best Practices Copyright ©2007 Global Knowledge T raining LLC. All rights reserved. Page 2 T he best practice for invoice and service inventory development and management is: • Create an inventory of telecom invoices • Examine invoices and invoice source collateral, and create an inventory of services • Identify cost components for services and attach costs to service inventory • Confirm, correct, baseline and optimize • Manage change affecting inventory Best Practice: Contract Inventory All telecom services procured from service providers are governed by terms and Managing Telecom Invoices & Service Contracts in the Enterprise: A Guide to Best Practices 1-800-COURSES www.globalknowledge.com Expert Reference Series of White Papers Written and provided by Introduction As the landscape of telecommunications service providers and service offerings evolves, the financial impact of change should be considered. Changes in service provider invoices that reflect administrative and financial impact created by service changes contributes to the overall complexity of financial management. Each time a service provider rolls out a new service offering, repackages existing technology or improves their service in any way, the financial management points to monitor and report upon also change. Service evolution and improvements are rapid in today's environment and these changes can negatively impact the budget unless control is gained over cost and service change. Telecom financial management is the practice of understanding, relating and managing the cost of telecommu- nications services. Financial management is supported by three key best practices disciplines: 1. Invoice & Service Inventory 2. Contract Inventory 3. Cost Control These best practices support understanding and proactive management of telecom services and cost. Best Practice: Invoice & Service Inventory Financial management begins with understanding the services present in a telecom environment. Cost for the services is represented on service provider invoices and these can be used to create a baseline for services and associated cost. Creating an inventory of cost as the first step in inventory development, rather than creating a physical service inventory, presents a clear picture of the total monthly cost of telecom service. Accurate or inaccurate, invoices are the vehicles that document charges a service provider assesses for telecom services. Invoiced service cost establishes a baseline of cost against which services and cost can be v alidated for con - tractual and service accuracy. In addition to invoices , service providers offer customer service records (CSRs), circuit inventories, service con- figuration inventories and equipment inventories which provide details about component charges that roll up to overall invoice cost. These documents, in conjunction with existing inventory information about services installed, allow customers to create a detailed inventory of the services installed and associated charges. This baseline of services can then be validated against known service installations and compared against service changes to refine the accuracy of the service inventory. Timothy C. Colwell Managing Telecom Invoices & Service Contracts in the Enterprise: A Guide to Best Practices Copyright ©2007 Global Knowledge T raining LLC. All rights reserved. Page 2 T he best practice for invoice and service inventory development and management is: • Create an inventory of telecom invoices • Examine invoices and invoice source collateral, and create an inventory of services • Identify cost components for services and attach costs to service inventory • Confirm, correct, baseline and optimize • Manage change affecting inventory Best Practice: Contract Inventory All telecom services procured from service providers are governed by terms and conditions. Legal provisions, business provisions and pricing provisions are outlined in customer contracts or, in 53256 Federal Register / Vol. 76, No. 165 / Thursday, August 25, 2011 / Rules and Regulations 1 ‘‘Institution’’ was defined under 42 CFR part 50, subpart F, as any domestic or foreign, public or private, entity or organization (excluding a Federal agency), and under 45 CFR part 94 as any public or private entity or organization (excluding a Federal agency) (1) that submits a proposal for a research contract whether in response to a solicitation from the PHS or otherwise, or (2) that assumes the legal obligation to carry out the research required under the contract. 42 CFR 50.603; 45 CFR 94.3. 2 ‘‘Investigator’’ was defined under the 1995 regulations as the Principal Investigator and any other person who is responsible for the design, conduct, or reporting of research (or, in the case of PHS contracts, a research project) funded by PHS, or proposed for such funding. For purposes of the regulatory requirements relating to financial interests, the term ‘‘Investigator’’ includes the Investigator’s spouse and dependent children. 42 CFR 50.603; 45 CFR 94.3. 3 ‘‘Significant Financial Interest’’ was defined under the 1995 regulations as anything of monetary value, including but not limited to, salary or other payments for services (e.g., consulting fees or honoraria); equity interests (e.g., stocks, stock options or other ownership interests); and intellectual property rights (e.g., patents, copyrights and royalties from such rights). The term does not include: (1) Salary, royalties, or other remuneration from the applicant Institution; (2) any ownership interests in the Institution, if the Institution is an applicant under the SBIR/STTR programs; (3) income from seminars, lectures, or teaching engagements sponsored by public or nonprofit entities; (4) income from service on advisory committees or review panels for public or nonprofit entities; (5) an equity interest that when aggregated for the Investigator and the Investigator’s spouse and dependent children meets both of the following tests: does not exceed $10,000 in value as determined through reference to public prices or other reasonable measures of fair market value, and does not represent more than a five percent ownership interest in any single entity; or (6) salary, royalties, or other payments that when aggregated for the Investigator and the Investigator’s spouse and dependent children over the next twelve months, are not expected (or, in the case of PHS contracts, are not reasonably expected) to exceed $10,000. 42 CFR 50.603; 45 CFR 94.3. 4 ‘‘PHS Awarding Component’’ was defined as an organizational unit of the PHS that funds research that is subject to these regulations. 42 CFR 50.603, 45 CFR 94.3. 5 Moses H et al., JAMA; 2005;294:1333–1342. 6 Blumenthal D et al., N Engl J Med; 1996; 335:1734–9. 7 Zinner DE et al., Health Aff; 2009;28:1814–25. DEPARTMENT OF HEALTH AND HUMAN SERVICES 42 CFR Part 50 45 CFR Part 94 [Docket Number NIH–2010–0001] RIN 0925–AA53 Responsibility of Applicants for Promoting Objectivity in Research for which Public Health Service Funding is Sought and Responsible Prospective Contractors AGENCY : Department of Health and Human Services. ACTION : Final rule. SUMMARY : This final rule implements changes to the regulations on the Responsibility of Applicants for Promoting Objectivity in Research for which Public Health Service Funding is Sought and ... Party B upon authorization and on behalf of its principal supply transportation service and Party A agrees to use the service on the following conditions and terms: ARTICLE 1: BUSINESS PROFILE -... decision will be final for each party to be complied with This contract is valid from May 2006 to 30 April 2007 Any amendment to the contract will only be valid unless otherwise both parties agree... provide equipment and space as per party A’s pre-notice forecast plan during the valid time of contract Party B shall endeavour to load containers on earliest available vessel Containers in the