Sentences with phrase «chain technology from»

Not exact matches

The Dick Smith chain of technology and electrical goods shops is probably a poor example of the wider problems confronting retailing but its collapse this week is a reminder that the shake - out which has rattled the retail world over the past few years is far from over.

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.

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.

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.

But the retail giant began using the technology in 2016 to track how pigs from China moved through the supply chain to the American table.

From getting Slurpees delivered to our door to a robot bringing us water to our hotel room, here are six chains using technology to deliver better and faster service.

And to increase its responsiveness to new challenges facing the international monetary system — from digital currencies, to block chain technology, to cyber-hacking.

THE (BLOCK) CHAIN GANG: FUTURISTIC FINANCE From digital currencies like Bitcoin to decentralized real estate ownership records, the blockchain continues to be one of the tech world's most promising and perplexing technologies.

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.

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.

EY, also known as Ernst & Young, has formed the Ops Chain to integrate blockchain technology across its practices, from financial services and logistics to other industries such as automotive, media, and oil and gas.

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.

And although we don't know how this is all going to end up we do know one thing and I'd like to steal a quote from Bill Gates whenever he said block chain technology is a tour de force and we couldn't agree more with Bill Gates on that.

Prior to joining BPC, Kurt spent 4 years working as a consultant and corporate development executive with several technology and marketing companies, including NewView Technologies, Inc. (formerly eSteel, Inc.), a supply chain software company backed by $ 100 million in funding from leading venture capital investors (Goldman, Sachs & Co., Kleiner Perkins Caufield & Byers, Bessemer Venture Partners), and CM Media Inc., a leading new media company.

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.

From Detroit's car makers to Silicon Valley's technology champions, China is both a critical source of revenue and profits, and a vital link in global supply chains.

Garzik believes all blockchains, even private chains, must be based on public technology: «And then from side chains, private chains, confederated chain perspective, use that same software and simply build a gate around that permissions who is going to use that system.

Among the factors that could cause actual results and outcomes to differ materially from those contained in such forward - looking statements are the following: macro-economic conditions (including fluctuations in housing prices, oil markets, jobless rates and other indicators), credit market changes and constraints, foreign currency fluctuation, the company's ability to manage its property portfolio, the impact of labor markets, failure to effectively manage costs or achieve anticipated expense and cost reductions, and disruptions in our supply chain or information technology systems.

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.

Bob Norman from GreenPalm will be available to discuss the various options available to food manufacturers keen to address the issue of sustainable palm oil in their supply chains, at Booth 853 at the 2014 Institute of Food Technology (IFT) Annual Meeting and Food Expo, June 22 to 24, in New Orleans.

Aside from its embrace of cutting - edge technology, another unique aspect of CHS is its integrated supply chain.

A select group of 35 executives from major food industry companies such as US Foods, Popeyes, and Einstein Noah Restaurant Group came together for a conference focused on technology innovation, supply - chain collaboration and sharing of best practices.

Meanwhile, the VDMA's special exhibit on Industry 4.0 illustrated the power of smart technologies in mass customisation with a fully traceable miniature supply chain, from online order to product delivery, shadowed all the way by «digital twins».

Technology was developed to extract dietary oils from seeds that had never been used previously to supply dietary oils in the human food chain, and this caused a boon to corn and soybean crops which could now be used to produce polyunsaturated oils.

Here the latest innovations in the plastic packaging value chain were on display for you — from raw materials, preform manufacture, stretch blow - moulding technology, filling systems and closure production to labelling, recycling and accessories.

Over 310 exhibitors from more than 20 countries and areas are expected this year, who will display their advanced technology and products in the world for the buyers and delegates, with their exhibits covering the whole dairy industry chain, including cow cultivation, farm equipment and facilities, processing and packaging, ingredients, various kinds of dairy products, etc..

As a professional business - to - business (B2B) platform that serves customers from the entire global bakery industrial chain, Bakery China has been committed to exploring new opportunities and technologies worldwide.

From using sensors to monitor conditions on oil palm plantations more closely to harnessing the potential of blockchain to make the notoriously complex palm oil supply chains more transparent, Webber says that «technology will be the key to sustainable palm oil».

That process of hydrogenating vegetable oils, primarily oils derived from soy and corn, two highly subsidized crops in the U.S. which have only been in the food chain post WWII due to expeller - pressed technology, creates toxic trans - fats which have now been shown to be very unhealthy and linked to many diseases.

Get insights into processing technology and the entire chain from cow to consumer — from pasteurization, homogenization and UHT treatment to filtration, automation, service systems, waste water treatment and many other aspects of modern dairy processing.

Complementing this theme is next - generation robotics technology, which will be demonstrated through every step of the manufacturing chain, from incoming raw materials to outgoing finished product.

Year - on - year, brands, converters and retailers from across the world flock to the show to discover the latest advances in packaging technology and learn how the supply chain can be revolutionised.»

Get insights into processing technology and the entire chain — from pasteurization, homogenization and UHT treatment to filtration, automation, service systems, waste water treatment and many other aspects of modern dairy processing.

This year we're emphasizing our broadening reach with representatives from: the Power Electronics Manufacturing Consortium; AIM Photonics; shovel - ready sites like Luther Forest Technology Campus; Western NY STAMP; Syracuse's White Pine; and Marcy Nanocenter / Nano Utica, along with a robust supply chain.

«The disease risk score signature, distinguishing viral from bacterial infections with only 2 transcripts, has potential to be translated into a clinically applicable test using current technology such as polymerase chain reaction.

Researchers collected water samples from area lakes, ponds and streams and used polymerase chain reaction (PCR) technology to amplify — or copy — the entire mitochondrial genomes from the eDNA found in those environments.

Tracking technology in the form of barcodes or RFID chips can establish a data trail that allows companies to follow each lot from manufacturer to pharmacy shelf, and as of 2013, tracking of pharmaceuticals throughout the supply chain is required as per the Drug Quality and Security Act.

Centre for Jatropha Promotion & Biodiesel (CJP) is the Global authority for scientific commercialization of Jatropha & other non-food biofuel crops and designs and implements the growing of non-food biofuel crops worldwide in a structured Agri - Supply chain, Value additions and research activities thereon & provides technology and services from «Soil to Oil» for the breeding, development, planting and harvesting of next - generation commercial biofuel crops CJP has been engaged in promoting sustainable farming for biodiesel production since last one decade and its research findings and on - hand field experiences in respect of various technical, agronomical / silvicultural aspects of plantations of Jatropha have resulted in significant improvements in knowledge and technical background related to Productivity, profitability and sustainability of commercial production of Jatropha oil crop.

After World War II, industrialized processes gave us the seed - expeller technology to extract oil from corn and soy, propelling them into the food chain in mass for the first time in history.

These dietary oils were not part of the food chain prior to WWII, when expeller - pressed technology was developed to extract oils from seeds like corn and soy.

Some Outfit Details Sunglasses — Topshop Top — H&M (sold out so from my sister Julie)(similar) Gold Chain and Choker — Zara (similar) Pearl Earrings — DIY from Wander and Hunt (similar) Pearl Drop Necklace — Underground Market at Shanghai Science and Technology Museum (similar) Pants — Banana Republic but hemmed to be cropped (similar) Shoes — Leopard Kitten Heels from random Central store (similar) Bag — Louis Vuitton Speedy 35 Lipstick — Giorgio Armani Lip Maestro # 402

• Theater (er, theatre) chains across the pond plan to invest in digital technology to capitalize on upcoming releases from Steven Spielberg and James Cameron.

Hybrid customers can choose from three separate grades, adding luxury features and technology options as they move up the chain from XLE Plus to XLE Premium and Limited.

Shifting away from hardware to other parts of a consumer technology chain is not unusual and can often mean a path to greater success.

«Thanks to great strides in collaboration among all in the information chain, from author to reader, and thanks to advances in technology, this could become reality sooner than some may imagine.

Where public market investments rely on several financial organizations to perform various services from acquisition and development to offering diversified portfolios of REITs, Fundrise uses technology to consolidate these functions and reduce the number of intermediaries in the value chain.

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About Blog Supply Chain, Logistics, Research, and Strategy from the Center for Transportation & Logistics at the Massachusetts Institute of Technology.