Sentences with phrase «chain technology for»

At the DC Blockchain Summit, officials from the Trump administration expressed an interest in the uses of block chain technology for public policy.

And with the advent of blockchain, certain companies are working on ways to use block - chain technology for life insurance underwriting.

And with the advent of blockchain, certain companies are working on ways to use block - chain technology for life insurance underwriting.

ArrowStream is a leader in logistics services and supply chain technology for the foodservice industry, offering non-asset-based third - party logistics solutions and cutting - edge cloud - based software for many of the nation's largest food chains and foodservice distributors.

Typically, supply chain technology for core, new and promotional items has been used for supply planning and execution in the center of store.

Not exact matches

Many Chinese government offices have been public about their interest in taking advantage of the blockchain technology for tasks like tracking people and products moving through industrial supply chains.

This is true for marketing, supply chain, technology, operations, execution, finance and any other area of a business that you can think of.

McChord spent the summer writing code and building data backup appliances, later developing the framework for Datto's signature Inverse Chain Technology, which converts customer data into a universal file format each time backup occurs.

Over the next decade, as the technology becomes cheaper and more sophisticated, 3 - D printers will replace offshore suppliers for some product categories, encourage local manufacturing and simplify supply chains.

For supply chain management, the blockchain technology offers the benefits of traceability and cost - effectiveness.

Telstra has entered into an agreement to acquire the technology subsidiary of not - for - profit health and community care organisation Silver Chain Group for an undisclosed sum.

Because the technology will be available through the Linux Foundation, developers at the DMV could find code for building a title - tracking block chain and adapt it to their needs at a lower cost, than hiring specialists to build it for them.

Not yet profitable, it is deploying the $ 95 million it raised earlier from investors like Danny Meyer and Steve Case to build powerful systems for siting and planting new stores, forging supple regional supply chains, and developing technology for mobile ordering and cashless transactions, with which it is experimenting.

In this role, he leads business and financial strategies for the company to deliver profitable growth and long - term shareholder value, and sets direction for the finance, operations, supply chain and information technology functions.

The reason for this order is that, in general, if the potential market isn't big enough, all the other things don't matter, and if the market is big enough but you can't identify the buying chain, then you don't know enough yet to position the product or technology, etc..

Blockchain technology shows potential in certain real - world applications, particularly for tracking supply chains shared by multiple parties, but those are private projects based on agreements between a few players.

An even bigger question about the financial services industry's adoption of distributed ledger technologies might not be about how this gets implemented and what specific block chains they choose, but rather what happens to the float that savvy bankers and financial firms have taken advantage of as they wait for deposits to clear.

A recent report from retail think tank Fung Global Retail & Technology estimated that the widespread closures among those four chains alone — nearly 400 stores — will leave approximately $ 2.5 billion in sales up for grabs.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

FRANKFURT, Feb 5 - Berlin - based urban farming start - up Infarm has raised $ 25 million to expand its indoor growing system - a soil-less technology better known for furtively growing marijuana - into major supermarket chains and restaurants across Europe.

The new procedures, meant to reduce the chances of another outbreak, reportedly will make it more difficult for the restaurant chain to source ingredients from small local suppliers that may not be able to afford the technology and other requirements for increased scrutiny.

By leveraging technologies such as radio frequency identification (RFID) tags to drive inventory transparency (a key tenet of omnichannel success), Lululemon uses stores as distribution centers to optimize the supply chain and improve inventory turns while enabling an elevated in - store experience for educators and guests.

Restaurants could emulate Dunkin' Brands Group's new concept store, where the chain experiments with new technology such as ordering kiosks and separate areas for mobile order pick - up.

Mitch Davis of Emergent Technology talks about the company's efforts to create a blockchain - based digital record for the gold supply chain.

The History Channel's website has a cool story about the original fast - food chain, which not only made use of technology but depended on it for its entire business model.

Not only does Wall Street support the fund's stock and derivatives trades, but the firm is also a reliable client for those further down the food chain, like technology equipment providers.

Foulkes will be responsible for HBC's global strategy and operations for all banners, overseeing more than 66,000 associates worldwide across a portfolio of more than 480 stores, related e-commerce platforms, supply chain, logistics and technology.

A NEW PLAYBOOK FOR HEALTHCARE INVESTING Value Chain Track Capella Room Start with what we do know: There is a flotilla of new technologies out there on the high seas of health innovation and only some of it will make its way to shore.

The retailer has been pouring huge investments into technology and innovation — about 30 % of its capital expenditures are earmarked for developing its Internet infrastructure — and until recently, it had a secret Innovation Lab that was meant to function as a lean startup within the company, developing groundbreaking tech innovations that could be pushed out chain - wide.

Marriott expects to decide whether to adopt the technology for one or more of its chains as early as mid-year, potentially boosting sales for the device of choice.

From highways to rails to the frequency of flights, combined with an outstanding capital ecosystem, Atlanta is uniquely positioned for supply chain technology and talent.

Electronic firearm tracking technology is defined as «a platform, system or device or a group of systems or devices that uses a shared ledger, distributed ledger or block chain technology or any other similar form of technology or electronic database for the purpose of storing information in a decentralized or centralized way, that is not owned or controlled by any single person or entity and that is used to locate or control the use of a firearm.»

SCI is a leading Canadian based supply chain solution provider servicing clients in the Retail, E-Commerce, Technology and Healthcare sectors for over 30 years.

Massive Korean manufacturer Samsung is exploring blockchain technology solutions for its vast global supply chain.

The company will use these funds to ramp up retailers» acquisition and to build integrated technology solutions for many other parts of the value chain, besides bulk ordering by buyers and order processing by Prozo.

«Our goal since day one has been to deliver measurable value for our customers by reimagining the way technology can transform their global supply chains,» said Mathew Elenjickal, FourKites» founder and CEO.

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.

Strong words - especially in light of a number of developers working diligently on layer - two technologies, such as lightning network, which push transactions off - chain in an effort to scale for an ever - growing user base.

For blockchain - based supply chains to take hold, participants will need to resolve the questions of how to deal with anonymous transactions, how to manage growing pains of the technology, and how to institute the required suite of standards, risk management frameworks and applications needed in financial services.

For instance, many chains with loyalty success are investing in new technologies around delivery and to - go services.

While the IOTA blockchain technology is a tangle chain based on DAG (directed acyclic graph), IoT Chain will be a decentralized main chain based on PBFT (practical Byzantine fault tolerance) consensus, which will allow for fast and accurate michain based on DAG (directed acyclic graph), IoT Chain will be a decentralized main chain based on PBFT (practical Byzantine fault tolerance) consensus, which will allow for fast and accurate miChain will be a decentralized main chain based on PBFT (practical Byzantine fault tolerance) consensus, which will allow for fast and accurate michain based on PBFT (practical Byzantine fault tolerance) consensus, which will allow for fast and accurate mining.

While the Internet of Things is not a brand new idea, the IoT Chain aims to be the go - to platform by utilizing blockchain technology and a decentralized currency to allow for secure transactions and interactions on the Internet of Things.

Prior to that he worked for Celanese Corporation, a global technology and specialty materials company, for over 20 years in roles with increasing responsibility, including positions as its Vice President, Global Business Services from October 2012 to March 2014, its Vice President, Supply Chain from October 2011 to October 2012 and its first - ever Global Accounting Director.

The joint research undertaken by the two companies will examine how blockchain, the technology at the basis of cryptocurrencies such as Bitcoin, could be used for developing innovative cybersecurity solutions, such as secure transmission of information between services and supply chains, user authentication, critical devices and elements that run with no human intervention and additional solutions for the cyber challenges in a hyper - connected world.

According to Margaret Cornish, former director of the CCBC in Beijing and now a representative in Beijing for the law firm Bennett Jones, «Investments in Canadian resources by Chinese SOEs offer an opportunity to Canadian firms and governments to accelerate (the) adaptive process of augmenting existing supply chains, managerial networks and sources of technology.

Other uses for blockchain technology platforms include facilitating real estate transactions, smart contracts, and even supply chain management.

A full - on globalization backlash could undermine hopes for shifting away from secular stagnation by derailing the nascent recovery in investment spending and productivity growth in the U.S. Global trade tends to boost productivity through fostering of competitive pressures, product specialization, scale economies, global value chains and technology transfer.

«We'll explore with Nielsen how a new generation of technology - enabled digital collaboration, including format, supply chain and information capabilities, will be required for seamless engagement with the grocery consumer,» he adds.

The modernized system will provide data for market research, enable stakeholders to identify market opportunities and make supply chain connections, support international verification of operator status to facilitate trade, and establish technology connections with certifiers to share more accurate and timely data.