Sentences with phrase «at key supplier»

Evern worse, the counterparty could be a company insider or an informed industry player working at a key supplier, customer or competitor.»

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.

Oil at $ 80 could also slow down global oil demand growth, undermining one of the cartel and friends» key assumptions: that robust demand growth will absorb the non-OPEC supply and that demand growth will continue to be strong going forward.

That last line is key: «Increased bank reserves held at the Fed don't necessarily translate into more money or cash in circulation, and, indeed, broad measures of the supply of money have not grown especially quickly, on balance, over the past few years.»

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Production from shale has helped keep a lid on crude oil prices at about $ 120 a barrel, giving western countries leverage to impose sanctions on Iran, a key supplier.

«We have a number of key suppliers that offer a wide spectrum of the products we need,» says Leblanc, «or we can source abroad if we can't find it at home.»

«As expected, in the first quarter our performance continued to reflect supply headwinds associated with key brands within our Knee, Hip and S.E.T. portfolios, as well as the ongoing quality remediation work at our Warsaw North Campus facility,» said Bryan Hanson, President and CEO of Zimmer Biomet.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

Trade Minister Michael Fortier asserted at the negotiations that «our position on supply management will not change,» but this assertion did not have to be tested since the key players walked away from the table.

Natural Gas Natural gas futures were among the quarter's key decliners -LRB--7.5 %, to US$ 2.73 per million British thermal units) as production growth outweighed seasonal consumption and higher exports of the fuel.1 Spot prices saw an even larger drop of 20.6 % (to US$ 2.81) as the support of December's weather - related demand spikes faded and a more normal winter pattern developed.1 Natural gas generally took its downward price cues from elevated US production and growth in the natural gas - focused rig count, which increased from 179 to 194 in March alone.2 Despite the price drop, traders remained optimistic given surging US shale - gas exports and a supply deficit that was 20 % larger than the five - year average at March - end, the biggest in four years.3 Moreover, total natural gas inventories of 1.38 trillion cubic feet were nearly 33 % below their year - ago level.3 Meanwhile, the market appeared focused on an anticipated production surge (2018 is projected to be a record growth year for gas supplies) and may have overlooked intensifying demand as US exports increasingly helped drain supplies.

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.

This partly reflected weaker growth, but increasing supply seems to have been the key factor, at least for oil.

According to Mike Muller, Vice President of Crude Trading & Supply at Shell Trading, the soaring diesel fuel demand and the buying of crude oil to fill strategic reserves have been the key drivers of this year's higher oil demand growth.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

West Texas Intermediate crude oil futures have surged to a one - month high on expectations for the first decline in weekly U.S. crude supplies in nearly three months as well as news that a key pipeline will begin service at the start of the year, relieving the glut of oil in the middle part of the...

In a report into the coworking market released in January 2018, Elaine Rossall, Head of London Markets Research at Cushman & Wakefield, identified «growing pressure on the supply of suitable coworking space» as a key obstacle in the industry's growth — but identified the use of alternative spaces as a solution.

The impact of such events can be very serious for customers; at worst, a key supplier might simply disappear.

One key factor that will help you offer your office cleaning services at rock bottom prices is to purchase your cleaning chemical supplies directly from wholesalers and importers in pretty large quantities.

The fifth of our short papers outlining key supply chain risk areas looks at geo - political risks, which include war and revolution as well as labour disputes and the like.

WCC has two key aspects, the first one is that the token is backed by minable gold at ICO and the second is that the WCC token has a fixed supply and uses a transparent open blockchain.

Also keep in mind the US joined because we were attacked by Ja.pan and although we supplied and helped the allies in Europe and were key to victory over the Germans, our main goal was revenge on the j.apanese, our objectives didn't exactly have «save jews» at the top of the list.

All of Alfa Laval's hygienic food equipment, food machinery, and services for the food processing industry are developed with the aim of keeping up with the food industry trends and addressing four key challenges; supplying food products to consumers at a competitive price, getting the most from raw materials, reducing waste and emissions, and delivering safe and hygienic food products.

With that move, TriMark USA became the second - largest foodservice equipment and supplies dealership in the country at the time, and TriMark SS Kemp became a key operating division.

«Market pricing in the dairy complex will be heavily influenced by when and how vigorously China and Russia return to the world market, and the speed at which exportable supply growth slows in key surplus regions in response to rising feed costs and increased consumption at point of origin.»

However, in Australia, where resale price maintenance is illegal, some consumer goods brands have refused to supply online retailers at all, forcing companies such as Kogan.com and Catch Group to source key products through parallel import channels.

Under the guidance of outgoing Metcash chief Ian Morrice, who hands over the reins on Tuesday after five years at the helm, Mr Adams has met with more than 200 food and liquor retailers and several key suppliers.

27/10/2017 This article looks at some of the key fundamentals any winery looking to supply higher volume private labels should understand.

Using survey findings from more than 1,500 consumers, the comprehensive 2016 Lunch Consumer Trend Report serves as a guide for foodservice operators and suppliers to understand consumer behavior at lunch and to identify key areas of opportunity.

Understanding the physical, legal and logistical environment at every stage of the supply chain is key.

«Traceability to mill level is key to ensuring a transparent supply chain and is a critical step in transforming the industry,» says Ben Vreeburg, sustainability director at IOI Loders Croklaan.

The ability to identify the origin of a canned beverage is a key requirement, which is why every canned item must be assigned a unique identifier in the form of a human and machine - readable code that is read and recorded at all stages of its progress throughout the supply chain.

This talk will look back at what the drivers of growth have been, what the future of the market will hold and the key challenges that Buyers and Supplier face in the future.

Commenting on these challenges, Jignesh Bhatt, Executive Director for GATC, «leveraging our logistics expertise, dedicated members of our company, and our intimate relationship with key suppliers of CSPO, we are able to seamlessly import and distribute CSPO products to our customers in the US and Canada that have made a superior commitment to sustainability for palm oil at highly competitive prices since 2013.»

Partnering with farmer organizations, governments, suppliers and NGOs to implement our interventions across key cocoa - growing origins is critical to create impact at scale.

Paul Willgoss, director of food technology at Marks & Spencer, said: «This is a significant investment by a key supplier.

If the next feeding he doesn't nurse as well then he may need a little bit, so it's a gradual decrease of supplementation as the babies feeding better and many times that supplementation at that point if mom is using a breast pump is breast milk and so if it's formula to begin with then as her milk supply increases in volume we switch it over, Some moms are under the impression that it's the formula that treats it, no, it's the milk in general, the feeding that treats it, it's not that breast milk is better than formula, I mean, we know that breast milk is better than formula but it's not that formula is better, it's just that sometimes the quantity is the key, absolutely

Explaining how the supplier's credit facility was going to run for interested individuals and businesses, Mr. Asare - Adjei said the projects will have to be built on turn - key basis and will require local investors to provide at least 15 per cent of the investment required before credit facility will be available to them.

A key mission of the bureau will be to not just look at individual dealers, but to work at rooting out the sources of the supply through long - term investigations.

Jirtle says the nutrients probably help by providing a ready supply of methyl molecules, which act as stop signals at key places in the genome.

Each bi-annual report, at over 120 pages, covers key supply and demand developments as well as the overall supply and demand situation, reviews spot and long - term contract activity over the past three months, provides a near - term technical analysis along with detailed spot market indicators, projects prices under different market scenarios with associated probabilities, and examines key developments in the market through a topical essay.

«The key for Los Angeles to potentially reach water independence would be to simultaneously increase local water supply while bringing down local demand for water,» said Katie Mika, a postdoctoral scholar at the UCLA Institute of the Environment and Sustainability and one of the study's lead researchers.

Snacks at work are an important part of your healthy eating plan because they can keep you from feeling famished before you get your lunch break and can also supply key vitamins and minerals.

May 10, 2018 • Ford Motor Company is scrambling to find another supplier that can make a key part for its highest profit vehicle, the Ford F - 150 pickup, after an explosion and fire at a key parts supplier.

The lesson looks at key theory from compensating wage, different skill levels, trade unions, discrimination to the elasticity of the supply and demand of labour.

After Remsdaq's integration partner in Dubai, Leisure Secure, were awarded a contract to supply, install and commission a new integrated access control system at the Jumeirah English Speaking School (JESS) in the UAE, Remsdaq's EntroWatch access control software was selected as a key security measure.

In addition it is always key to look at what warranties the supplier is offering, some suppliers will offer extended warranties for five or ten years, and in some cases even higher.

Kevin Hobart, Head of Catering at Juniper Ventures (Newham) says, «Working with the right supplier is key — we chose JJ's because they are responsive, competitively priced and can work in a fully digital environment.»

No wonder that push wanted to emphasize Higher Order Thinking Skills (supplied Ideas that act at a representational level) as a key reform.