Sentences with phrase «global suppliers including»

Other global suppliers include the Danone Group, Reynolds and Colcafe.

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.

• Husky Injection Molding Systems, a Canada - based supplier of injection molding equipment to the global plastics industry, is exploring a sale of the company that could value it at close to $ 4 billion, including debt, according to Reuters.

A report from CIBC World Markets recently predicted the stock market might fall 10 % — 15 % this summer due to a confluence of factors, including a weak U.S. housing market, increasing fiscal strain, expensive oil prices, sluggish corporate earnings growth and disruptions in global supply chains stemming from the Japanese crisis.

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.

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.

Thus China's new strategy for food security includes controlling its global supply chain from beginning to end, and the chain begins with seeds.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

Description: Global Energy Metals (TSX - V: GEMC, OTCQB: GBLEF, FSE: 5GE1) is focused on offering security of supply of cobalt, a critical material to the growing rechargeable battery market, by building a diversified global portfolio of cobalt assets including project stakes, projects, and other supply soGlobal Energy Metals (TSX - V: GEMC, OTCQB: GBLEF, FSE: 5GE1) is focused on offering security of supply of cobalt, a critical material to the growing rechargeable battery market, by building a diversified global portfolio of cobalt assets including project stakes, projects, and other supply soglobal portfolio of cobalt assets including project stakes, projects, and other supply sources.

The underlying determinants for these declines are related to the global supply and demand for funds, including shifting demographics, slower trend productivity and economic growth, emerging markets seeking large reserves of safe assets, and a more general global savings glut (Council of Economic Advisers 2015, International Monetary Fund 2014, Rachel and Smith 2015, Caballero, Farhi, and Gourinchas 2016).

LONDON (Thomson Reuters Foundation)- Some of the world's biggest retailers and food companies including Kellogg Co, Walmart Inc, and Nestle backed a new initiative on Wednesday to improve global supply chains amid rising consumer demand for slave - free goods and services.

LONDON, April 25 (Thomson Reuters Foundation)- Some of the world's biggest retailers and food companies including Kellogg Co, Walmart Inc, and Nestle backed a new initiative on Wednesday to improve global supply chains amid rising consumer demand for slave - free goods and services.

SMRPBV operations include supplies to the global automotive industry as a Tier 1 supplier through its subsidiaries Samvardhana Motherson Reflectec (SMR) and Samvardhana Motherson Peguform (SMP).

To do so, Alibaba's premier cross-border marketplace Tmall Global incorporates a slew of standards and controls to manage the supply - chain process, including blockchain technology and product tagging with unique QR codes.

(Reuters)- Husky Injection Molding Systems Ltd, a Canadian supplier of injection molding equipment to the global plastics industry, has hired investment bank Goldman Sachs Group Inc (GS.N) to explore a sale that it hopes could value it at close to $ 4 billion, including debt, according to people familiar with the matter.

The tax will cut across sectors, companies with global integrated supply chains, including tech firms that may be the hardest hit.

B22 includes a focus on FinTech (9 companies), Data (7 companies), and Digital Health (4 companies), with other startups ranging from facial recognition to supply chain management to the largest global community of motorcycle riders.

The looming supply growth is mostly due to two factors: the scheduled end of OPEC / non-OPEC production cuts in March and US shale production, including NGLs, «growing like crazy,» said New York - based Mike Wittner, managing director and global head of oil research at Societe Generale.

These include, but are not limited to, a bear market in financial assets, a downturn in the global economy, continued currency turmoil, and of course, bullish supply - and - demand fundamentals.

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 Dirglobal 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 DirGlobal 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 DirGlobal Accounting Director.

Mr. Peery has experience leading global accounting organizations, business planning and analysis functions, supply chain groups, global shared services including finance, human resources, information technology, and mergers and acquisitions integration.

Even if China's debt and real estate bubbles don't pop, resulting in a global recession, slowing economic growth from China could have a detrimental effect on long - term energy prices and result in prolonged weakness in the entire energy sector, including oil services suppliers such as U.S. Silica.

Long food supply chains are actually far from a simple matter because they tie into a number of social and environmental issues, including the global carbon footprint, product quality and sustainability, too.

Target 12.3 of the goals calls for nations to «halve per capita global food waste at the retail and consumer levels and reduce food losses along production and supply chains, including post-harvest losses» by 2030.

Agenda 2030 Sustainable Development Goal (SDG) 12 «ensure sustainable consumption and production patterns» has target 12.3 «by 2030, halve the per capita global food waste at the retail and consumer level, and reduce food losses along production and supply chains including post-harvest losses».

Founded in 1904, the United Fresh Produce Association serves companies at the forefront of the global fresh and fresh - cut produce industry, including growers, shippers, fresh - cut processors, wholesalers, distributors, retailers, foodservice operators, industry suppliers and allied associations.

This year's key topics included implementing the Food Safety Modernization Act (FSMA), global food supply chain risks and the implementation of security best practices.

Its Health care suppliers include such global leaders as GlaxoSmithKline, Janssen Cilag, Roche Sanofi, Baxter, Kodak and Covidien.

Celebrating 40 years of business, BI is a global full - service supplier of dietary supplement and functional food ingredients including whole herb powders and teas, standardized and ratio extracts, custom blends, vitamins, minerals, drum to hopper custom blends, granular ingredients and other specialty processes including time released and encapsulated ingredients.

This year's key topics included implement the Food Safety Modernization Act (FSMA), global food supply chain risks and the implementation of security best practices.

Through the Consumer Goods Forum, the CDP / We Mean Business Coalition, and the public - private Tropical Forest Alliance 2020, hundreds of major companies have committed to eliminating commodity - driven deforestation from their supply chains by 2020, including companies that account for 90 percent of the global trade in palm oil.

His specialties include business building, global supply chain leadership, revenue generation, supply and demand balancing, operations planning, and financial analysis.

«Packaging has opportunities to solve many of the global needs of the world,» he said, «including food distribution and supplying areas of the world that need nourishment.»

Mr Palmquist said growers were at times $ US30 per tonne to $ US40 per tonne more expensive than their global peers and while this gap had narrowed to about $ US15 per tonne it highlighted the importance of improving the supply chains, including government - owned railways.

Other services include global sourcing, manufacturing oversight and global supply chain programs.

Today, GNT has global reach with offices in America, Asia and Europe and supplies more than 1,200 food and beverage companies, including seven of the ten biggest producers in the world.

In addition to its existing global supply contracts with PepsiCo, Merisant and Firmenich, PureCircle has secured global multi-year contracts with customers including Danone, Unilever, Bimbo Bakeries, Dean Foods and Kerry Ingredients.

Today, GNT has global reach with offices in North and South America, Asia and, Europe and the Middle East and supplies more than 1,400 food and beverage companies, including seven of the ten biggest producers in the world.

Today, GNT has global reach — with offices in North and South America, Asia, Europe and the Middle East — and supplies more than 1,200 food and beverage companies, including seven of the ten biggest producers in the world.

GLG Life Tech Corporation is a global leader in the supply of high - purity zero calorie natural sweeteners including stevia and monk fruit extracts used in food, beverages, and dietary supplements.

Vikki Nicholson, USDEC senior vice president of global marketing, said traceability allows a company to quickly identify if its products are included in a situation or not, which lots are involved and where the product is within the supply chain.

Goal 12 — to ensure sustainable production and consumption patterns — is broken down into 11 smaller goals; 12.3 is to halve per capita global food waste at the retail and consumer levels and reduce food losses along production and supply chains, including post-harvest losses, by 2030.

The Champion 12.3 partners are directly addressing Sustainable Development Goal 12.3 — to halve per capita global food waste at the retail and consumer levels and reduce food loss along production and supply chains, including post-harvest losses.

Target 12.3 calls on the world to «halve per capita global food waste at the retail and consumer levels and reduce food losses along production and supply chains, including post-harvest losses» by 2030.

The partnership includes a long - term global agreement under which Barry Callebaut will supply Hershey with a minimum of 80,000 tons per year of chocolate and finished products.

Cargill is a global supplier of food ingredients including glucose syrups, potable ethanol, speciality sweeteners, maltodextrins, carageenans and texturizing solutions for alcoholic and non-alcoholic beverages.

The BRC Global Standard — used by over 23,000 certified suppliers in 123 countries — is a leading safety and quality certification program for the food and beverage sector with certification issued through a worldwide network of accredited certifying bodies, including Cert ID.

NSF International's Global Food Safety and Quality Division provides a broad range of services to the food supply chain including agriculture, fresh produce, livestock, poultry, processed foods, seafood, dairy, organic foods, packaging and distribution, restaurants, retail and foodservice equipment in more than 120 countries.

From its global facilities, Sensient supplies a broad range of spices, herbs, vegetables, grains, fruits and botanicals that add a range of functional benefits to foods including flavor, texture, color and nutrition while keeping labels simple, clean and trusted.

Target 12.3 specifically aims to halve per capita global food waste at the retail and consumer level, and reduce food losses along production and supply chains, including post-harvest losses, by 2030.