Sentences with phrase «as the manufacturers continue»

As manufacturers continue to compete in an «evolve or die» world, Microsoft is dedicated to empowering them through predictive asset maintenance, connected product development and connected manufacturing operations.

Look for this technology in new crossovers like the new 2016 Mazda CX - 3 and others, as manufacturers continue to revolutionize the way information is presented to the driver.

Keeping canines free of fleas and ticks is a booming business, as manufacturers continue to develop a wide range of treatments to effectively tackle dogs» pesky pest problems.

Still, food safety concerns need not be deal - breaking deterrents for shoppers, as manufacturers continue to work harder at mitigating the risks and retailers get wise about educating consumers about safe - handling practices.

Choices, Choices There are more opportunities to satisfy the rodent's need to gnaw than ever, as manufacturers continue to offer new products every year.

As manufacturers continue to develop natural litters that retain the practicality of traditional products and also assist shelters with reducing cat surrenders due to inappropriate elimination, this nearly $ 2 billion - a-year segment of the pet trade will continue to grow.

As manufacturers continue to reassure pet parents by bringing their production processes stateside, consumers want even more peace of mind through responsible domestic ingredient sourcing and greater transparency.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

By cultivating relationships with oil and gas companies now, UAS manufacturers like Insitu and Aerovironment are positioning themselves to continue supplying the industry with hardware and operational expertise as exploration activities in the Arctic expand.

While North American retailers and manufacturers are wary of the continued volatility and accelerated pace of change in their business, OSL Retail Services CEO Brett Farren sees them as the key to continued success.

As for manufacturers, he continues, «they're doing a little bit better, so they want to see that we keep the momentum that we have, and not let gridlock screw it up.»

As for third party accessories, Nintendo said the decision whether or not to continue production of accessories will be up to each individual manufacturer.

In other words, «manufacturing hell,» as CEO Elon Musk had so elegantly put it last year, will continue to reign, which is not a good thing for an amateur manufacturer in a world full of pros.»

The report suggests that manufacturers continue to struggle as businesses spend less on machinery, computers and other large equipment.

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Weet - bix manufacturers Sanitarium have dropped Steve Smith as one of their ambassadors, saying «Weet - Bix ambassadors represent our brand values of trust and integrity, and they speak to everything that is good about being Australian» and that their relationship with Steve Smith could not continue as the role of the ««Weet - Bix Kid» is to inspire millions of Aussie kids to be the best they can be.»

The shale - growth - driven natural gas output is expected to bring benefits to the petrochemical industry as manufacturers will continue to enjoy low - cost feedstock for plants in and close to areas where shale gas and natural gas plant liquids production is abundant.

Stryker as a medical equipment manufacturer expert in orthopedic products field showed great Continue reading →

Manufacturers, media and consumers have all become more educated on the benefits of probiotics, and as a result, the demand continues to rise.

«In addition, as we continue to grow, our goal remains to add resources to our teams to provide the best environment for all our manufacturer partners.»

At the same time, food processors continue to raise the bar in terms of food safety in their processes, increasing the pressure on manufacturers such as Commodore Plastics to meet more stringent requirements.

But as technology continues to progress, manufacturers have found new places to stick circuit boards and microchips, even in advanced foodservice machines.

«We continue to try to find local farmers and local manufacturers as we try to promote as much Ohio product as possible,» co-owner Erv Pavlofsky says.

«We continue to look for ways to efficiently use our own resources to support their R&D as well as helping manufacturers to launch value - added products, increase yields, improve product shelf life, clean up their labels and to improve logistics,» he says.

With the demand for probiotics in foods and beverages continuing to grow, Ganeden's business as the leading probiotic ingredient manufacturer has flourished.

As government agencies and pharmaceutical manufacturers steadily, but surely, embrace the sustainability initiative, aseptic BFS technology will continue to occupy a prominent position in the evolution of «Green Processing».

Having continued to attract leading global food manufacturers such as Boulder Brands and sustained companies such as Kellogg's, AB Inbev and Unilever throughout the economic downturn, the industry in Wales generates more turnover and employs more people today than it did near the start of the recession.

Just as the dealer community continues to experience a period of consolidation, the same applies to foodservice equipment and supplies manufacturers.

Ice cream manufacturers are at the mercy of commodity prices for ingredients such as milk and sugar, so Schoep's focuses on maintaining good relationships to continue providing true ice cream.

SugarCreek celebrates 50 years of success this year with two new facilities that will help it continue to lead the way as a diversified, innovative and flexible food manufacturer.

Under the new name, it continued to prosper and maintain leadership roles in important industry associations such as the Southern Coffee Association and the Virginia Manufacturers Association.

As the backlash against sugar continues, manufacturers of sweet products are coming up with eye - catching solutions to win consumers» attention from chocolate pizza to vegetable muffins, says Mintel.

Sustainability continues to be a major global trend in the packaging industry as consumers consistently seek out healthier food options and manufacturers whose innovative packaging and processes positively impact the environme

Spicy, bold and exotic international flavors continue as powerhouse trends for manufacturers and food and beverage retail sales.

We find out why this trend is expected to continue, as consumers demand products formulated with natural ingredients, and ask how manufacturers are keeping pace with customer preferences.

Glass manufacturers are also poised to offer more operational flexibility, including smaller batches and rapid response, as well as continued lightweighting.

As part of its Grocery Manufacturers Power America tour, GMA will continue to hold similar events at member companies across the nation to highlight the unique role grocery manufacturing plays in driving the U.S. economy and supporting good - paying jobs for American workers.

Bill Morecraft, Blue Diamond Global Ingredients Division general manager, notes that as the trend for healthier and more nutritious ingredients gains momentum among consumers, food manufacturers continue to seek partners who can help create products that meet these demands.

Innovation comes slowly and steadily when we talk about food industries, but the Middleby Bakery Group continues the R&D as equipment manufacturers and bring key solutions to match up with today's food processing demands.

While the availability of whey and lactose products continue to climb during 2008, price volatility has managed to hamper hikes in profitability of the segment as manufacturers hunt for cheaper ingredients, says a new report.

ANF is the largest manufacturer of shelf - stable plant - based proteins in the US and will continue to grow as they bring additional operations to the Nashville facility, in addition to the creation of a state - of - the - art research and development center.

What is the current market landscape and what is changing Beverage markets continue to become more competitive and sophisticated as manufacturers and marketers increasingly look to deve...

Food & Drink International: SugarCreek focuses on new cooking methods and better workforce engagement June 20, 2016: Continuing to lead the way as a diversified, innovative and flexible food manufacturer.

As manufacturers of dietary supplements continue to extend the utilization of nutraceutical excipients in improving the efficacy of their products, several market players are expected to offer excipients with higher stabilization properties for controlling a range of bioactive ingredients.

Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase in our club's storied history... a fact that can't be hidden by simply changing the formation or bringing in one or two individuals... this team needs fundamental change in the way it conducts business both on and off the pitch or it will continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer business, which under Dein was one of our greatest assets... it's time to get things right!!!

Other companies like Enfamil, Similac, and Heinz continue to violate the code regularly, as do bottle manufacturers such as -LSB-...]

-LSB-...] Similac, and Heinz continue to violate the code regularly, as do bottle manufacturers such as Avent, Medela and many others.

Today, the cloth diaper industry includes multiple manufacturers of hybrid products along with major retailers who both retail and manufacture disposable products, a reality that will continue to expand as the market expands.

(Remember how Congress, at the urging of frozen food manufacturers, agreed to continue treating pizza as a school food vegetable?