By accelerating the energy efficiency of our microprocessors, working with
key suppliers on «best - in - class» manufacturing goals, and decreasing our own operating footprint, we are continuing to do our part to protect the climate.»
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.
Building a global - scale order book was the first phase of AGT's expansion; the second is now focused
on vertical integration, buying
key infrastructure up and down the
supply chain.
MANILA, April 19 - Nickel surged more than 9 percent
on Thursday to its strongest level since late 2014
on fears U.S. sanctions
on major Russian aluminium producer Rusal may be broadened and could hit
key Russian nickel
supplier Nornickel.
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.»
If your
supplier is savvy, they'll also know that you need backup
suppliers on key products and services if you ever plan
on raising money (lenders are sure to ask that question).
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.
Farmers are earning huge profits
on their wheat, soybeans, cotton and other crops; strong demand for (and relatively tight
supplies of) grain, oilseeds and other
key food inputs encouraged them to use large volumes of fertilizer (notably potash, phosphate and nitrogen) to boost their crop yields.
So keep a second or multiple
suppliers on hand, and don't be embarrassed to tell your
key supplier that you're doing so.
You can get references, and that's helpful, but in the end, when you're going to choose a partner (or a
key supplier, or contractor, or employee) you're taking a chance
on their integrity.
When I worked in printing, paper
suppliers often took
key employees (
key meaning «people who sign purchase orders»)
on fishing trips and to ballgames.
Another
key concern was the impact sanctions would have
on suppliers of equipment to Deripaska's firms, as tough sanctions against his entities would prohibit U.S. companies from doing business with them.
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.
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.
By focusing just
on these details, the companies may not discover that a
key reason why the
supplier has high shipping costs is that it has no warehousing facilities in the city where the company is located.
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.
Having been
on the other side of that situation a few times myself — and given that this was a friend, not to mention our
key supplier, whose terms were a critical part of our inventory turnover and cash flow — I obliged.
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.
Contractors are already grappling with higher prices
on key materials for construction projects like diesel fuel, steel, copper, wallboard, and lumber, said Ken Simonson, chief economist for the Association of General Contractors, a lobbying group with about 26,000 members which also includes
suppliers.
1:1 MatchMaker is a program for Certified Women's Business Enterprises (WBEs) to have a pre-scheduled, one -
on - one meeting with a WBENC National Corporate or Government Member and / or their prime
suppliers /
key business partners to explore sourcing opportunities.
China is becoming a
key market for global oil exporters as surging output from shale fields from Texas to North Dakota allows the U.S., the biggest crude consumer, to rely less
on overseas
supplies.
Mining for Clean Energy, which focuses
on the metal and mineral requirements for solar power, finds that Canada could emerge as a
key supplier of these resources.
Depending
on the slopes (or elasticities) of the demand and
supply curves, the impact of adding this additional
supply to the market will vary, and it's through varying these slopes that the authors derive their
key table, Table 1, shown below.
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.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its
key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other
key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and
suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers,
suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments
on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.
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.
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.
Golf Tournament Outfitters is an 11 - year - old company offering a turn -
key marketing business which
supplies gift items and facilitates
on - course contests for charity golf tournaments.
Represented European based biotech company, focused
on drug delivery solutions, with respect to its inbound and outbound licensing transactions and those related to the development, manufacture and
supply of
key components of its technologies.
Sustainability of the enterprise is
key to survival for all metals companies regardless of where they are
on the
supply chain.
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.
«AAPL is down 10 % from its peak
on projections of weak demand from
key suppliers» notes Garnry.
Gary Clubb, head of Tmall international business development, said «working directly with the winery itself is
key to a robust
supply chain and allows us to leverage the power of the Alibaba ecosystem to pioneer innovative sales and marketing campaigns to the 367 million buyers
on our platforms.»
Suncor chief executive Steve Williams said last week that the volumes are not large, but
key markets for the
supply are the U.S. East Coast and Europe, depending
on the economics of the day.»
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.
Food Ingredients First published an online article featuring
key suppliers and their thoughts
on bakery & snacks trends and formulation:
By a significant margin, survey respondents turn to ingredient
suppliers as both their first source of information and as their
key source of information
on new nutraceutical or nutritional ingredients.
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.
It depends
on who you talk to — public health, business,
supply chain, consumers — all are
key stakeholders in food traceability.
«Competition for milk
supplies has been a
key pre-occupation for local dairy companies trying to fill capacity in the production - constrained environment and «pick the winners» in terms of product and market mix, in view of their inability to compete
on cost,» he said.
The ALC
Supply Chain Technology Summit, for instance, will gather
key industry leaders and businesses and will take place
on 10 May, onsite and in partnership with MEGATRANS2018.
Sustainability in Packaging Europe is the only European packaging event designed to offer a 360 degree perspective
on the
key challenges and solutions the
supply chain is faced with to evolve towards sustainable practices for packaging and a circular economy.
Workshops will be introduced that address the everyday needs and issues of
on - trade and independent retail professionals — the
key audience for 2014 — covering effective buying, stock management,
supplier relations and credit control.
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».
GMA looks forward to working with him
on issues
key to keeping America's food the safest and most affordable food
supply in the history of the world.»
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.»
[126] Nevertheless, given that independent retailers must compete with major supermarket chains in their vicinities, particularly Woolworths and Coles stores, Metcash encourages the independent retailers it
supplies to «benchmark» their standard shelf prices according to the standard shelf prices charged by Woolworths or Coles, particularly in relation to «
key value items» that represent particular products whose prices are known and used by consumers to assess the value
on offer from a particular store.
The Palm Oil Innovation Group (POIG) is a multi-stakeholder initiative that strives to achieve the adoption of responsible palm oil production practices by
key players in the
supply chain through developing and sharing a credible and verifiable benchmark that builds upon the Roundtable
on Sustainable Palm Oil (RSPO), and creating and promoting innovations.