Barrett, The Honors College at Arizona State University proudly showcases the work of undergraduate honors students by sharing this collection exclusively with the ASU community.

Barrett accepts high performing, academically engaged undergraduate students and works with them in collaboration with all of the other academic units at Arizona State University. All Barrett students complete a thesis or creative project which is an opportunity to explore an intellectual interest and produce an original piece of scholarly research. The thesis or creative project is supervised and defended in front of a faculty committee. Students are able to engage with professors who are nationally recognized in their fields and committed to working with honors students. Completing a Barrett thesis or creative project is an opportunity for undergraduate honors students to contribute to the ASU academic community in a meaningful way.

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The purpose of this paper is to identify a strategy and list recommended initiatives that aim to reduce the total carbon footprint of Brookfield Global Relocation Services and its supply chain by 50% by 2028, and enhance the appeal of this plan through revealing a multitude of beneficial factors for

The purpose of this paper is to identify a strategy and list recommended initiatives that aim to reduce the total carbon footprint of Brookfield Global Relocation Services and its supply chain by 50% by 2028, and enhance the appeal of this plan through revealing a multitude of beneficial factors for the organization, its suppliers, and community. To begin the approach to realizing a 50% reduction to Brookfield GRS's and its supply chain's total carbon footprint is to first measure the current level of greenhouse gases being emitted by the organizations and its suppliers. Using the EPA carbon footprint calculator tool this was accomplished to understand and put an actual value on Brookfield GRS's and its supplier's impact on the environment and to begin setting goals to substantially decrease this level. This leads to the second step of focusing on the internal need to shift the culture, goals, and initiatives towards sustainability before looking to the external environment of the supply chain. To accomplish this second step, Brookfield GRS must reach a high level of awareness for this sustainability shift by the end of 2016, through establishing a Green Committee, setting up an awareness survey, proactively getting involved with the organization newsletter, and the creation of sustainability incentive program. Once awareness is established and continuously increased, a switch towards organization wide mobilization can begin in 2017. This entails looking at areas of high emissions determined by the EPA tool, launching a set of processes aimed at reducing the emissions of these areas by 2018, and wrapping up the phase with an environmental management system by 2018 to catch the results of the processes and allow them to be continuously improved upon. This internal shift towards sustainability packaged into two phases of awareness and mobilization are not just environmentally beneficial but also prove to have value in cost reductions, efficiency gains in processes, reduction in waste/office supplies, talent acquisition and retention, risk mitigation aspects, marketability, brand reputation building, and is a competitive advantage as it inspires innovation. Aiming to reduce emissions by 50% holds huge value internally, but can garner even more benefits externally through Brookfield GRS's supply chain. Once an internal foundation of sustainability culture, goals, and initiatives aimed at reducing its output of emissions are concrete, Brookfield GRS can then continue to build its commitment to the environment and lower its overall carbon footprint by looking externally to its suppliers. This phase is similar to the internal shift, in which awareness and mobilization are required so that Brookfield GRS can identify suppliers that need to be removed, who are willing to work with Brookfield GRS, and the suppliers who are already on track to reducing their emissions by 50% by 2028. Awareness begins with Brookfield GRS communicating to its suppliers that there will be a set of green requirements imposed on them starting in 2019 through an updated RFP process and sustainability survey. Mobilization then occurs with the suppliers abiding to the green requirements of a total carbon footprint calculation to be reported starting in 2019, a set of goals and implementation plans aimed at reducing their total carbon footprint to be reported annually starting in 2019, and an establishment of an EMS or similar system by 2019 warranting continuous improvement of greenhouse gas reducing programs to aim for 5% annual reduction goals and a 50% total decrease by 2028. It is important that the supply chain management employees at Brookfield GRS provide ample evidence of why the emission reduction goal and shift towards sustainability is beneficial for the organization by looking at benefits incurred by Brookfield GRS and value added to other successful organizations like Celestica, Disney, and Intel making similar changes. There are even mutually advantageous results such as increased demand, risk mitigation, cost breakdown form process improvements, and Brookfield GRS and its suppliers will be more collaborative and competitive in the long run. The EMS system then works as a continuous improvement process from 2019 to 2028 to ensure Brookfield GRS and its suppliers are on track to yearly 5% emission reductions and an overall reduction of 50% by 2028. Through Brookfield GRS using this strategy to focus internally and then branching out externally to its suppliers to meet a 50% reduction in total carbon footprint emissions by 2028, numerous environmental, economical, and societal benefits can be gained.
ContributorsGennaro, John Christopher (Author) / Kellso, James (Thesis director) / Whalin, Susan (Committee member) / Department of Supply Chain Management (Contributor) / School of Sustainability (Contributor) / Barrett, The Honors College (Contributor)
Created2015-12
Description

Color Theory is an abstract strategy game, a genre that emphasizes decision-making and strategic thinking without elements of luck or hidden information. This game utilizes primary and secondary colors to represent players' pieces, with the objective to move each player's pawns to the opposite same-colored spaces on the board. Developed

Color Theory is an abstract strategy game, a genre that emphasizes decision-making and strategic thinking without elements of luck or hidden information. This game utilizes primary and secondary colors to represent players' pieces, with the objective to move each player's pawns to the opposite same-colored spaces on the board. Developed through rigorous playtesting, Color Theory introduces a color ranking track that dictates the synergy between the move and jump actions. Players must strategically maneuver their pawns, while also taking into account the position of their colors on the ranking track. It strikes a balance between clever movement and player interaction, providing an accessible and enjoyable gaming experience. In the end, the first player to successfully move three of their six pawns to their opposite spaces wins the game.

ContributorsAlsheikh, Jad (Author) / Loebenberg, Abby (Thesis director) / Mack, Robert (Committee member) / Barrett, The Honors College (Contributor) / School of Life Sciences (Contributor)
Created2023-05
Description

I love to work with numbers and data. Learning to solve equations and extrapolate points to predict outcomes will help me hone the talents I want to pursue a job based in an area I enjoy. Solving problems and creating solutions is like a puzzle or a game to me.

I love to work with numbers and data. Learning to solve equations and extrapolate points to predict outcomes will help me hone the talents I want to pursue a job based in an area I enjoy. Solving problems and creating solutions is like a puzzle or a game to me. Games are a big part of my life… from family game night to chess to computer games and math problems. This concept of problem-solving and solution-finding is what led me to this thesis. My Data Analytics and Supply Chain Management majors both involve these concepts as well, so revolving them around my thesis project helped to give me more experience that will help me in my future career. When looking into the field of games, people enjoy many different types around the world. Games can range anywhere from card and board games, to video games, and even sports and the Olympics. These are all considered games, and my goal in taking this thesis course is to become a game designer and start my journey into providing entertainment for my audience to play. Due to the already enormous amount of games in circulation today, I was creative and used the game-making skills I learned in this class when making my game. I focused on developing a strategy board game. Since I have played games all my life, I know that game development is not a simple task to undertake. That is why this Honors Thesis Course is important to me since it was beneficial to gain the skills necessary to create my own game. Making sure the game I created maintained the proper mechanics, story, aesthetic, and technology was paramount to creating an enjoyable board game. Figuring out a cohesive theme was also necessary to sufficiently market the game so people will want to add it to their collection, and more importantly, spend hours of their time playing. Those are skills I learned in my honors-directed study. I used my research by examining different genres of board games and determining which aspects in each influenced my own game design. Once I figured out the general concept of my project, I looked into how already existing games in this genre or other games that are related to my idea function and why they became popular. It was important to understand exactly how these games operate and function in order to be intuitive enough that most people can understand how to play them. I also had to make sure the game wasn’t so basic that people wouldn’t have fun playing them over and over. Once I figured these things out, I started construction of the game prototype, which served as the final deliverable for my Honors Thesis. My purchase list consists of the supplies I needed to construct my board game. I purchased a variety of materials that I needed for this project. I needed to make three copies of it, since my professor requested I give her and my second a copy if I was able. I needed a box, which turned out to be the most expensive single item on the list. The player cards I made doubled as a dice pad since I needed to use dice during the game. I bought plastic gemstones to simulate my currencies, of which I had five types. Four of those came from the same package while the diamonds I bought separately. The bags I bought are used for storage of each type of gemstone, and then they become the player bags when setting up the game. The little cubes I bought are for the quest boards so players can track their actions and certain quests. When constructing the board tiles as well as the quest boards, I needed to buy the wooden blocks, paint, brushes, glue, and lamination sheets. I first painted half of each block with either royal purple or gold to signify what tile it would become. Once I completed that, I printed and laminated the fronts of each tile and glued them together with the blocks. My goal for my thesis project was to create a board game that I would want to buy, and I believe I have accomplished this. Of course, many things will have to change when I work towards publishing my game, such as commissioning artwork, working on different marketing strategies, and lowering the cost of production per game. For a prototype though, I believe that I have done as well as I could with making as good a game as I could. Thank you for this opportunity, it was a lot of fun and I learned a lot that will help me in the future.

ContributorsRose, Dylan (Author) / Loebenberg, Abby (Thesis director) / Mack, Robert (Committee member) / Barrett, The Honors College (Contributor) / Department of Information Systems (Contributor) / Department of Supply Chain Management (Contributor)
Created2023-05