Top Glove Corporation Berhad Expansion

Top Glove Corporation Berhad Expansion 1. INTRODUCTION Top Glove Corporation Berhad founded by the husband and wife team of Tan Sri Dr. Lim Wee-Chai, as a company chairman and Puan Sri Tong Siew Bee, executive director. Establish in Malaysia in 1991, Top Glove operated with only one factory with three second-hand production lines. Nowadays, it is known as the world largest rubber glove manufacturer. Top Glove embarked an impressive expansion plan with the following position: World Largest Rubber Glove Manufacturer Existing (As at December 2010) 1. Number of Factories 20 2. Number of Production Lines 379 3. Total pieces of Gloves Produced (per year) 33.75 billion 4. Number of Employees 10,900 5. Countries of Export 180 6. Number of Customers 900 Top Glove was listed on Bursa Saham Kuala Lumpurs second board in 2001 and has been successfully promoted to the Main Market of the Kuala Lumpur Stock Exchange on May 16, 2002. Top Glove has over 15 years of experience in production of latex examination gloves (HWANGDBS Vickers Research, 2008). It has also diversified overseas and set up four factories in Thailand and two in China, in addition to the 12 facilities it has in Malaysia (CIMB Research Report, 2007). 1.2 Companys Core Business Top Gloves nature activities are manufacturing and trading rubber gloves, synthetic gloves and surgical gloves which are mostly used in medical, industrial and food services industries. With an approximated 80% of their product is in the form of natural rubber gloves and the remaining 20% are synthetic gloves (CIMB Research Report, 2007). Top Glove acts as a one-stop glove centre by offering a full range of services, from manufacturing glove products to packaging, branding, sales as well as distribution of finished glove products through its three primary sales offices in Klang, Malaysia; Azusa, California and Duisburg, Germany (HWANGDBS Vickers Research, 2008). About 95% of the company sales are for the export market. 1.3 Financial Performance According to annual report 2009, Top Glove has successfully achieved the company growth by showing the increase in net profit for the financial year. The remarkable growth of 54% of net profit in the year 2009 as compare to the year 2008 showing that Top Glove fully utilizes the advantage of its listing as public company to generate growth that is beneficial to the shareholders. 2. SALES ANALYSIS 2.1 Sales Growth Rates Total sales or total revenue is the first line on any company income statement. This figure is the amount of money that company receives during the specific time of period. Total revenue is very important to turn in money into a profit. In the past 5 years (2005 2009), Top Glove has been profitable. The sales growth for its products showing the increase in revenue for the every financial year. Top Gloves Revenue for the past 5 years Year Total Revenue (RMmil) 2004 418.1 2005 641.8 2006 992.6 2007 1228.8 2008 1377.9 2009 1529.1 Source: Top Glove Annual Report 2010 The sales growth rates (%) from year to year will be calculate as below; current sales previous sales ________________________ x 100 Previous sales Year Sales Growth Rates (%) From year to year Sales Growth Rates (%) From year 2005 2004 2005 53.50 2006 54.66 54.66 2007 23.80 91.46 2008 12.13 114.69 2009 10.97 138.25 Exponential functions can be applied in growth processes. The most widely accepted method in academics to calculate total growth can be represented by the functions; y = a(1 + r)X which; a = initial amount before measuring growth r = growth rate (often a percent) x = number of time intervals that have passed The exponential function in computing growth rates for Top Gloves are presented as below: 1. Year: 2005 Growth rates (%): 53.50 (0.5350) Revenue amount before measuring growth (RM000): 418.1 Exponential Growth Functions: y = a(1+r)x y = 418.1(1+0.5350)1 y = 641.8 2. Year: 2006 Growth rates (%): 54.66 (0.5466) Revenue amount before measuring growth (RM000): 641.8 Exponential Growth Functions: y = a(1+r)x y = 641.8(1+0.5466)1 y = 992.6 3. Year: 2007 Growth rates (%): 23.80 (0.2380) Revenue amount before measuring growth (RM000): 992.6 Exponential Growth Functions: y = a(1+r)x y = 992.6(1+0.2380)1 y = 1228.8 4. Year: 2008 Growth rates (%): 12.13 (0.1213) Revenue amount before measuring growth (RM000): 1228.8 Exponential Growth Functions: y = a(1+r)x y = 1228.8(1+0.1213)1 y = 1377.9 5. Year: 2009 Growth rates (%): 10.97 (0.1097) Revenue amount before measuring growth (RM000): 1377.9 Exponential Growth Functions: y = a(1+r)x y = 1377.9(1+0.1097)1 y = 1529.1 2.2 Growth Rates Analysis 53.5% growth in 2005, Top Glove and the glove industry facing an exciting and challenging year when unexpected hike in the prices of crude oil and raw material. Top Gloves has managed to maintained company performance by continue its aggressive capacity expansion to capture a bigger share of the world glove market. 54.66% in 2006, the sting of increasing oil and fuel prices continues to vibrate throughout the glove and healthcare industry. These two industries feel the most pressure in deciding how to react in this situation. This is because production cost would be driven up by the increased oil and fuel prices which will impacts on the capability to deliver the products. Top Gloves still continues to stand in progressing by control over its operation costs and learned to manage the increase in the cost of oil and fuel prices. Each manufacturer can standoff these costs by their own way, however price increases are inevitable (Jeannie and Dana, 2006). By the year 2007, Top Glove achieved a remarkable revenue growth of 23.8% to RM1,228.8 million. The growth was principally due to the continued increased in customer base globally and a higher volume of sales attributed to the increased capacity so that the company succeeds to face on the increase in operating costs. In year 2008, the growth slows to 12.13% caused by global economy. It was tough for the glove producer to continue the business due to the tight margin and only glove manufacturers with sizable economies of scale can survive (Malaysian Rubber Board, 2008). Top Glove definitely cannot be escaped from this phenomenon. However, Top Glove had experienced to face the current world financial crisis and continues companys ability to grow over the years. Year 2009 shows that the slower growth rate goes to 10.97% achieved by Top Glove. The company started the year with aware about a strong global demand of gloves especially in healthcare industry stimulated by the global economic recovery. Furthermore, the H1N1 pandemic caused the demand of gloves contributed in abnormal return to all rubber glove manufacturers including Top Glove. Top Glove had adapted well in current economic environment by which its earning was boosted by higher sales and higher costs efficiency (OSK, 2010). 3. SALES TREND Sales trend analysis is a review of sales during a specified period of time. It is could be increase, decrease or remain unchanged. The purpose of sales trend analysis is to monitoring performance and to predict future performance. Top Gloves sales trend increased year by year. It is showed that the company very focused on their nature business and will struggle to maintain companys mission as a world class glove manufacturer by providing best quality product as well as to toughen their position as the worlds largest rubber glove manufacturer. Top Gloves sales trend illustrated with a graph below; Based on the graph above, it is showed that Top Glove sales trend growing over the years. The growth might be supported by the high demanded from their customer. The surge of demand for rubber gloves used for medical and protection purpose forced glove industry to raise the selling price. Similarly, Top Glove also raised its products selling price to equalize the higher production costs. However, the demand for rubber gloves remained and was in fast growing even though the selling price was high. For the 5 years, Top Glove continued achieved a remarkable profit. The global phenomena such as H1N1 and SARS pandemic, hike in the price of oil and raw material, weather, war or world financial crisis which result in boost in the demand of rubber glove. Additionally, increase in health awareness worldwide also increases the demand of rubber glove. Top Glove succeed to adapt all the difficult situation year by year by their good planning of manufacturing processes and providing a high quality of product. 4. CONCLUSION As a conclusion, Top Glove Corporation Berhad continued achieved a remarkable profit by increasing their revenue and sales growth rate from year to year. The companys show strong sales performance was endorsed to high demand for gloves especially form healthcare industry and emerging market which demand for gloves is expected to growing for a double digit every year. Even though there are more challenges to overcome, Top Glove positive to increase their remarkable revenue and sales growth rates for every year and believe to maintain its leadership in the global market by continue providing a top quality of product.

The Goal A Process Of Ongoing Improvement Accounting Essay

The mill green goodss machined assemblies furnished to other workss in the UniWare division as constituents of end-items, and besides sold straight as trim parts assemblies to larger end-user clients. The company has a competent and well-trained staff, each of whom is a capable affair expert in their several maps. UniCo is led by extremely experient directors, each of whom has been exposed to progressively broadened duties for different UniCo maps. UniCo ‘s clients want quality merchandises delivered on-time at a sensible monetary value. In order to command monetary values, UniCo ‘s direction has become progressively efficient at cut downing costs in several operational countries. Fiscal public presentation coverage is provided at every degree of production in keen item so that functional cost budgets can be produced and managed with great preciseness. Automation has been introduced at several degrees to increase production efficiencies and have resulted in unprecedented nest eggs in production clip and station production rate. Even with the debut of the robotics, somehow direction has been able to fulfill the rigorous demands of its nonionized work force to accomplish para in its labour dealingss.Problem faced by Alex ‘s divisionAlex ‘s works portions some not-so-complimentary common traits with real-world organisations. He has orders surrounding on two-months behind scheduled bringing day of the month. He has over $ 20 million in unsold finished goods stock list sitting in a local warehouse. The points that can be delivered are being hurried up through the mill with overtime and particular handling involved at every measure. As a consequence of the bringing slippage, gross revenues are decelerating down, stuff costs are skyrocketing, and every efficiency metric is heading downward at an dismaying rate. Furthermore, the division is confronting an increasing hard currency deficit which in bend might take to its inability to pay rewards. The company informs Alex that he has 3 months to turn around the state of affairs else by the terminal of the financial twelvemonth, UniCo would close down this unprofitable operation and sell them off to a highest bidder. Alex ‘s occupation and calling are now on the line as a new proprietor would non desire to maintain an unprofitable or uneffective director around to run the same organisation.Meeting JonahAlex by pure opportunity ran into person who introduces him to another manner of believing about his state of affairs, his old natural philosophy professor Jonah. Alex, describes his house ‘s investing in mechanization and how it has led to increased productiveness. Jonah, in bend, questions Alex about some cardinal identifiers of productiveness such as diminishing stock list, cut downing disbursals, and selling more merchandises. Although Alex could n't affirmatively react to any of them, at that point, he was confident that the issues faced in his works were merely some annoyance jobs, non the death of his full organisation. Jonah takes a minute to uncover the false belief of logic in Alex ‘s concluding – holding accepted many things without oppugning the common sense in their intent and application. Jonah leaves Alex to chew over the construct of productiveness and what it means to a concern.Identifying the GoalProductivity is defined as carry throughing something in footings of ends. In order to place the end, Alex has a thought session with his works accountant Lou, and they both agree that â€Å" The end of any concern is to increase net net income while at the same time increasing return on investing and hard currency flow, or fundamentally to do money † . Though they arrived at a end, neither was cognizant of a scheme to accomplish all 3 at the same clip.Introduction of new constructsWhen Alex discusses this with Jonah, he reveals that operationally, a concern must increase throughput, while at the same time cut downi ng stock list and operational disbursals. Throughput: Rate at which the system generates money through gross revenues. Inventory: It is the money invested in things intended to be sold. Operational disbursals: All the money spent to change over stock list into throughput. When Alex asks how he ‘s supposed to mensurate these elements, he is reminded by Jonah that, â€Å" We are non concerned with local optimums, † mentioning to conventional cost accounting studies. Jonah is a busy single and Alex realizes that Jonah will supply Alex with the concepts for him to divine the replies to the implicit in constructs. Alex must believe through the replies on his ain.Identifying the Core ProblemAlex takes clip to believe about how the three measurings would use to his peculiar state of affairs. He gathers together his focal point group which consists of Lou, the accountant, Bob, the production director, and Stacey, the stock list control director to bind operational solutions together for the full works. Together they reveal that the beginning of the monolithic stock list is the consequence of overrun of unneeded parts being made to unnaturally maintain the efficiency metrics up. Alternatively of bring forthing what is needed for gross revenues, th e works is bring forthing every individual portion every phase can manage. Capacity for bring forthing needed parts is unavailable because it is being tied up bring forthing the extra parts. Jonah reveals that: Money is most of import to direction over efficiency. Cost accounting is the figure one enemy of productiveness. A works in which everyone is working all the clip is inefficient. Jonah points out that the lone manner to make extra stock list is by holding extra work force. By paring extra capacity to cut disbursals, without cut downing stock list and increasing gross revenues you trigger downward throughput and increased stock list. If you attain merely one or two of the three elements of productiveness measuring, you are non working towards your end – to cut down operational disbursal and cut down stock list while at the same time increasing throughput.Dependent events and statistical fluctuationsJonah reveals that when capacity is trimmed to marketing demands, throughput goes down and inventory skyrockets. The transporting costs of stock list, an operational disbursal, besides go up. This addition tends to countervail the nest eggs presented by the original effort to lower operational costs through labour decreases. If capacity is trimmed to run into demand, demand continues to drop, transporting costs go up, and finally you have no more market left for a mountain of stock list. Two specific phenomena are identified which cause this consequence – dependent events and statistical fluctuations. Dependent events are a series of events that must take topographic point prior to another one beginning, or in other words, the subsequent event depends on the 1s prior to it. Statistical fluctuations are the consequence of certain types of prognostic information that can non be determined exactly. These fluctuations influence anticipation of mistake per centums, market demand estimations, and efforts to mensurate productiveness. Alex understands these 2 phenomena when he goes on a hike trip. During the hiking, he notices that the line of tramps exhibits an uneven form of stretching farther and farther apart the longer they hike. He notices that one tramp Herbie appears to be keeping up the staying behind him. Harmonizing to direction scientific discipline, even though these tramps are all at different rates, their mean rate of advancement should be estimable. This mean rate should go the nominal rate of advancement for the full troop. Alternatively the troop is doing concluding advancement, or finishing the hiking, at the rate of its slowest member, Herbie. The hiking is similar to a set of dependent events capable to statistical fluctuations. Over clip, the fluctuations do non average out, but instead accumulate because the influence of dependent events limits the chances for addition fluctuations. The length of the line of tramps becomes comparable to the entire production clip of a procedure. Alex tries an effort at re-balancing the capacity by puting Herbie at the forepart of the line, that manner the production length wo n't be given to stretch out as earlier. It does n't stretch, but it ‘s still traveling every bit slow as Herbie. Herbie must be made faster, or addition throughput capacity, in order for the whole line to derive throughput. Herbie ‘s back pack burden is lightened and distributed among the troop and the full troop doubles its gait as a consequence of the alteration.Identifying ConstrictionsAlex returns to the works merely to hold his observations in the hike trip confirmed by a production capacity trial. Jonah now introduces the concepts of constrictions and non-bottlenecks. A constriction is any resource whose capacity is equal to or less than the demand placed upon it. A non-bottleneck is any resource whose capacity is greater than the demand placed upon it. If bottleneck capacity is kept equal to demand, and demand beads, costs will travel up ensuing in a loss of money. The aim is to keep capacity at somewhat less than demand. Alex now starts to place the works ‘s constrictions. The two obvious constrictions turn out to be the multi-process mechanization machine and a heat-treating furnace. The multi-process mechanization machine NCX-10 can treat an point taking 16 proceedingss and 10 operators in 10 proceedingss and utilizing merely 2. But there is a six month lead clip to develop a NCX-10 operator because of the forte place demands. And trained operators are go forthing the company faster than it can re-train replacings, so the machine is n't running at full capacity which makes it a non fully-utilized constriction. The furnace is being run at partial tonss because of expediting, another non-fully utilised constriction.Optimizing ConstrictionsIn order to extinguish constrictions, Alex invites Jonah for a works circuit during which he notes that the composing of much of the work-in-process waiting at each of the constrictions is really non-saleable parts destined for warehouse storage. This is concealed extra capacity. He asks about alternate methods which could be used in add-on to the present procedures, turn toing the old retired machines as a possible capacity beginning. He asks if every portion really needs to be processed by the constriction and identifies extra concealed capacity. Alex learns to see utilizing alternate procedures or off-load to increase capacity. Quality controls should be placed prior to a constriction to guarantee the constriction will non be treating faulty parts and blowing valuable constriction procedure clip. Rejecting stuffs prior to the constriction so becomes simple bit instead than devouring extra capacity. Procedure controls at a constriction should be designed to guarantee zero defects based processing to minimise re-work and system impact costs. The squad determines that one of the implicit in causes of their present parts pile-up at the constrictions is because the operator can non state the difference between a bottleneck-destined portion and an ordinary 1. The operator, in an effort to maintain busy, processes batch after batch of non-bottleneck parts when what they truly need to make is work on constriction parts. They attempt a solution for this by puting placing tickets on the parts which are destined for a constriction procedure. The bottle cervix capacity is increased by remembering old machines which ensuing in an addition in constriction capacity. The furnaces are non being manned by dedicated forces to maintain them runing and reloaded during the idle times, so extra forces are assigned to them on a full-time footing. Additionally, some of the constriction chiefs come up with methods of streamlining their procedures to increase throughput at their Stationss. And for a clip, things seem to be bettering – stock lists are easy shriveling and more backlog orders are being filled.New jobs come upA new job is revealed with deficits of non-bottleneck parts now happening in add-on to the constriction parts. This could be potentially a new constriction as a consequence of overtaxing the remainder of the system. Triping a resource and using a resource are non-synonymous because non-bottleneck stuff continued to be fed into the system in order to keep the production efficiency quotas, non-bottlenecks began turning out maximal units of non-bottleneck parts choke offing the work-in-process stock lists at constrictions and at non-bottleneck Stationss. Triping a resource is merely turning it on. Using it means doing usage of the resource in a manner that moves the system towards the end. A new stuff release system was developed which triggers release of constriction stuff merely at the rate at which the constrictions need it, instead than being triggered by non-bottleneck idle clip. Jonah shows that they can utilize the same methodological analysis to develop a release system for stuffs throughout the system. By cognizing when the constriction parts will make concluding assembly, the release of the non-bottleneck stuffs can be timed to co-occur along the other paths.Improvement in consequencesAll the stairss to place and extinguish constrictions resulted in better consequences. Peach was impressed, but non sufficiently to name off the division sale. Alex agrees to another 15 per centum betterment in the net net income in order to turn out that the alterations are non fleeting or alone. As it turns out, Jonah indicates that after burden reconciliation is performed to run into market demand without extra production, the following logical measure is to cut down the batch sizes to cut down the entire capital committedness used during production. Decrease in batch sizes besides reduces the entire clip spent in work-in-process. Less clip spent in production increases the velocity of throughput every bit good as a faster turn-around on client orders. Shorter lead times result in better response to the market demands. The four primary clip constituents include: setup clip, procedure clip, queue clip ( associated with constrictions where parts wait for a machine to go free ) , and wait clip ( associated with non-bottlenecks when a portion waits for another portion to go on treating ) . Time saved at a non-bottleneck is fanciful because when non-bottlenecks are being set up, the clip spent is taken off from idle clip, non production clip. Economic batch measures are calculated based upon the whole system and non the constrictions themselves. As a consequence, most batch sizes are non optimized to the Stationss most affected by them — the constrictions. Now that the works has the potency of reacting better to market demands, Alex focuses on the 3rd constituent of productiveness measuring, that of gross revenues throughput, and gets the division gross revenues director, Johnny Jons, to market his works ‘s improved capacity. Together they manage to bind down a major contract utilizing a combination of incremental bringings and low measure pricing. This sets the phase for carry throughing the 15 per centum betterment Alex promised to Peach.Accounting ImpactSmyth, the division productiveness director and viing works director, sets out to place what Alex is making to his works by originating an internal audit. As a consequence of the labour alterations and the non-bottleneck idle times the cost studies show an addition in per unit costs. Smyth calls Alex in to explicate himself in visible radiation of the audit findings. Alex illustrates specific points that are in direct contradiction with conventional fabrication premises: We should equilibrate the flow with demand, non capacity. The degree of activity from which the system is able to gain is non determined by single potency but by some other restraint in the system. Triping a resource and using it are non the same. An hr lost at a constriction is an hr lost by the full system. An hr saved at a non-bottleneck is worthless. Performance of an operation should be evaluated by its bottom line. Smyth presents his findings – that Alex ‘s works has decreased productiveness, increased merchandise cost, and improper attachment to processs throughout the organisation. This was beliing grounds that the works has turned solid net incomes and lowered operating disbursals, increasing hard currency flow. The division accountant pointed out that Alex ‘s works represents the ideal combination of bringing velocity, low cost, and flexibleness that the market truly needs. With this Alex was appointed as the division director. The ground Alex received support of the division accountant was because Lou, the program accountant had been working hard behind the scenes re-crunching the Numberss and placing an extra defect in the conventional cost accounting procedure – rating of stock list costs. Even though utilizing the hard currency method would clearly show the lessening in work in procedure and finished goods stock list, and decreases in purchased stuff costs, the traditional accrual method shows these actions as period losingss since hard currency payment turning away is non recorded until the following accounting period. In re-calculating the fiscal statements, Lou found a jutting 20 per centum bottom line betterment alternatively of the promised 15. But alternatively of giving these cumbrous accounting accounts to Alex to utilize in his defence, Lou took the consequences straight to Frost, the division accountant who understood the branchings of the NumberssDecision5 primary stairss identified to better procedures are: Identify the system restraints Decide how to work the system ‘s restraints Subordinate everything else to the above determination Promote the system ‘s restraints If in the old stairss, a restraint has been broken, return to Step 1, but do non let inactiveness to do a system ‘s restraint Due to the betterments, the works now has twenty percent extra capacity available to carry through demand. It turned out that Europe has many possible clients, but the monetary values they demand are so low below the domestic market, UniCo could n't perchance take them without losing money. Alex pointed out that when production is used from trim capacity, the lone costs are the cost of the stuffs and as such, any monetary value above stuff cost represents net income. Combined with an unbelievably short bringing clip to close out unimproved rivals, the company has pocketed many trades guarantee the future gross revenues of the works.

Portfolio Of Learning Assignment Assignment - 814 Words

Portfolio of learning assignment – 3 ARTIFACT My third artifact consists of three documents â€Å"Thomas–Kilmann questionnaire† on conflict management styles, â€Å"Observer feedback sheet† which I received from my peer after my oral presentation and â€Å"The Competent Communicator graphic†. All three documents are part of Managerial Communications course. I am choosing these documents as an artifact because it was mandatory to use these documents as an artifact as well as they reflects my learning during the course and help me to determine my efficiency as a competent communicator. LEARNING All these documents â€Å"Thomas-Kilmann question questionnaire†, â€Å"Observer feedback sheet† and â€Å"The Competent Communicator graphic† gave me the outcome of my personality. The Thomas-Kilmann questionnaire showed me that my behavior suites avoiding approach. This shows that my approach to solve a conflict is unassertive and uncooperative. 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Personal Statement The Ultimate Gift - 935 Words

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This paper will examine the foundational components of Christianity, an analysis of the Christian worldview, and my personal beliefs and conclusions on what it means to be a Christian. God In the Christian worldview, God is the ultimate and sovereign creator of the universe. HeRead MoreSuffering Death and Resurrection of Jesus Christ Essay728 Words   |  3 Pagesbe expected and Christians must trust Gods plans, which are that anyone who asks in the name of Jesus will be saved. Christians relationship with God depends on the death of Jesus as everyday we make sacrifices for him and God made the ultimate sacrifice of his only son, this makes Christians feel closer to God. For this Christians must respond with prayer and sacrifices of their own, and in baptism they are promised to receive their benefits. Resurrection is the mostRead MorePersonal Reflection779 Words   |  4 Pagespeople would like to make a difference, not only in their own life, but in others’ lives as well. Deepak Chopra once said, â€Å"Everyone has a purpose in life†¦a unique gift or special talent to give to others. And when we blend this unique talent with service to others, we experience the ecstasy and exultation of our own spirit, which is the ultimate goal of all goals.† All of us, at one point in our lives, have to make the difficult decision of the goals we want to work towards. We all have certain goalsRead MoreThe Roman Manifest Destiny? Essay1631 Words   |  7 Pageseven when either attempts to contradict them, they immutably fail. The Romans not only desired to be the masters of the world s peoples, they believed they were destined and obligated to. In writing their own destiny, the Romans envisioned their ultimate success, but not without realistically predicting pain and gri ef along their path. When Anchises grants Aeneas a glimpse of the Trojans fate, he also describes the Roman view of their Manifest Destiny: their justified and inevitable expansion inRead MorePersonal Brand841 Words   |  4 Pagesmanager FROM: Fatimah Zahra Tengku, Marketing 201 Student DATE: 19 March 2009 SUBJECT: Fatimah’s personal brand statement (THE OPENING) The impact of current recession towards potential graduating student is no doubt will be another reason that amplifies the need for a properly branded university graduate. This memo will have the basic idea of the branding definition, the vital personal information of the writer, and the analysis that will ultimately lead the point that will have Fatimah’sRead MoreIdentity And Worldview : The Question Of Identity946 Words   |  4 Pagesevery occurrence. A person’s personal beliefs and values are tested with freewill; such as in the story of the garden of the garden of Eden. (Adam Eve). In this garden there was a the â€Å"tree of knowledge of good and evil† Adam was advised that if he were to ever eat from this tree he would die. (Genesis 2:15-17). Despite the warning from God, Adam made the ultimate decision to eat from this tree. Despite this example of poor decision making; lies a great gift. The gift of being able to make our ownRead MoreBeowulf Is Respons ible For His Victories1527 Words   |  7 Pageshis triumphs, the Anglo-Saxon poet ultimately gives the credit to the Lord in Beowulf’s death. The reader gives Beowulf as the remarkable courage and all the strengths he has for the Anglo-Saxon poet that gives the overall credit and the God-given gifts for Beowulf’s glory and the strengths in Beowulf’s battles against Grendel, Grendel’s mother, and the battle against the dragon in which Beowulf dies. After Beowulf’s victory the first protagonist, Grendel, Hrothgar gives a speech in the morning and