Sentences with phrase «supplier for a global company»

A leading, successful organisation who have become a leading supplier for a global company are currently recruiting for a Field Sales Executive to join its busy, dynamic team.

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.

But for several years, companies in southern Louisiana, where his business is located, have suffered along with the oil industry, which is affected by changes in global oil supplies and technologies like fracking.

One such company, Midea, closed a $ 4 billion deal earlier this year to acquire Germany - based Kuka AG, a leading, global robotics supplier for plant and automotive robots with a research and development center in Austin, Texas.

The company, which counts global auto supplier Aptiv among its investors, is a digital broker of sorts: It scrubs and organizes bits of data for carmakers, sifts out the regulatory hopscotch for different countries and lets drivers select via mobile app which information they want to share with which companies in exchange for discounts or rewards.

Samsung could stand to realize significant savings if the company turns to blockchain for its global supply chain.

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.

Her employer is paying for her degree so she'll be able to bring global supply chain expertise to bear on the company's growth plans.

«Everyone prefers leaders who are exposed to global business practices, and supply is limited,» says Kandula, so companies across a broad array of industries compete for the same people.

Global product supply officer Yannis Skoufalos says he is reworking the system as if he is building it from scratch — a monumental task for a company of P&G's size.

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»).

For years, agencies such as the Export Development Canada have been encouraging companies to insert themselves into global supply chains by investing abroad.

It paved the way for companies to build global supply chains — the «integrative trade model.»

As former VP of Financial Planning & Analysis, Matt reported directly to the CEO for Maxion Wheels, a $ 2.4 B global automotive equipment supplier and world's largest wheel company.

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.

The study said Coca - Cola, one of 10 global companies looked at by KTC, has committed to conduct 28 country - level studies on child labor, forced labor, and land rights for its sugar supply chains by 2020.

Atlanta's global access, innovation and talent create an unparalleled logistics network for companies that demand an efficient and consistent global supply chain.

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.

Chapter 8 - The E-Commerce Connectivity Craze: This chapter is especially useful for product companies and explains how to build an ecommerce site and manage global supply chains to create and deliver products.

Among them is United Company RUSAL, the world's second - largest aluminum company, responsible for producing as much as 6 percent of global Company RUSAL, the world's second - largest aluminum company, responsible for producing as much as 6 percent of global company, responsible for producing as much as 6 percent of global supply.

As Global Supplier Diversity Director, The Coca - Cola Company, Austin is responsible for promoting and increasing the inclusion of diverse suppliers through the company's global supply Global Supplier Diversity Director, The Coca - Cola Company, Austin is responsible for promoting and increasing the inclusion of diverse suppliers through the company's global supplyCompany, Austin is responsible for promoting and increasing the inclusion of diverse suppliers through the company's global supplycompany's global supply global supply chain.

A CONVERSATION STARTER By Paula L. Green Trade credit insurance is making it easier for companies to interact with their suppliers around the world, and usage is soaring as global corporations recognize the risk - mitigating benefits.

DRC's resolve to overhaul mining code shouldn't have surprised the industry — Kinshasa's become too important to global supply for companies to pull sticks.

Mr. Speaker, the fact is that by signing this memorandum of understanding we have given Canadian companies an entranceway for being part of the global supply chain for up to 5,000 planes worldwide, not just the 65 that are going to be built in Canada.

The company is the single consolidated source for medical equipment, parts and supplies giving you access to specific niche service providers in the medical equipment, parts and supplies market on both a local and global level.

He was Senior Vice President, Manufacturing and Logistics from 2002 - 2014 and was responsible for the company's global supply chain strategy.

For eight years beginning in 1999, he was Executive Vice President of Refining, Marketing, Supply and Transportation for the company's global busineFor eight years beginning in 1999, he was Executive Vice President of Refining, Marketing, Supply and Transportation for the company's global businefor the company's global business.

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.

Through the strategic partnership between Tmall Global and Metro, the companies also agreed to explore opportunities for collaboration in omni - channel retailing, global sourcing and supply chain optimization, online - to - offline integration with Metro's existing China stores, and use of big - data analytics to gain market insights, according to the press reGlobal and Metro, the companies also agreed to explore opportunities for collaboration in omni - channel retailing, global sourcing and supply chain optimization, online - to - offline integration with Metro's existing China stores, and use of big - data analytics to gain market insights, according to the press reglobal sourcing and supply chain optimization, online - to - offline integration with Metro's existing China stores, and use of big - data analytics to gain market insights, according to the press release.

The company's North American spokesman Dan Irvin said Friday that the Japanese automaker has completed a review of its global supply chain and been informed it is «necessary» to end production and find a buyer for the plant.

The new organization will create a single global certification standard that will simplify certification for farmers and empower companies to build more responsible supply chains, more efficiently.

Hazards Analysis Critical Control Points (HACCP) leads the way in providing a framework for food manufacturers to work within, while the Global Food Safety Initiative (GFSI) provides a platform for collaboration between some of the world's leading food safety experts from retailer, manufacturer, and food service companies, service providers associated with the food supply chain, international organisations, academia, and government.

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.

The company's Global Ingredients Division (www.bdingredients.com) has a strong worldwide presence as an ingredient supplier for processed and prepared foods, as well as for bulk purchase.

Chicago, IL — July 7, 2016 — ArrowStream, Inc. (ArrowStream), a supply chain innovator that combines proven expertise with data science and analytics to improve the way supply chains perform, today announced that Food Logistics, the only publication exclusively dedicated to covering the movement of product through the global food supply chain, has named the company a supply chain innovator and a Top Green Provider for 2016.

RiceBran Technologies, a global leader in the production and marketing of value added products derived from rice bran, announced that the company entered into an exclusive strategic supply agreement for organic rice bran and a LLC Agreement for the formation of a jointly owned sales and marketing entity with the Narula Group, based in Bangkok, Thailand.

RiceBran Technologies (NASDAQ: RIBT and RIBTW)(the «Company» or «RIBT»), a global leader in the production and marketing of value added products derived from rice bran, today announced that the Company has entered into an exclusive strategic supply agreement for organic rice bran and an LLC Agreement for the formation of a jointly owned sales and marketing entity with the Bangkok, Thailand based Narula Group of Companies («Narula Group»), one of the world's largest growers of organic rice, which is controlled by social impact entrepreneur Arvind Narula.

Norbert Schmitz from Global Risk Assessment Services will explain how food companies can develop sustainable and deforestation - free supply chains for their ingredients.

It will create a single global certification standard that will simplify certification for farmers and empower companies to build more responsible supply chains, more efficiently.

Global company Bell Flavors & Fragrances, which supply ingredients for the food, beverage, soap and cosmetics industries, has published its «Top 10 Flavours for 2009».

Companies vs. Climate Change Conference November 29 - December 1, 2017 - Miami, FL, United States Alex Morgan, Global Director, Markets Transformation for the Rainforest Alliance, will be a panelist addressing sustainable supply chains.

But since the global supply chain for AM requires companies to share computer aided design (CAD) files within the organization or with outside parties via email or cloud, intellectual - property thieves and malefactors have many opportunities to filch a manufacturer's design files to produce counterfeit parts.

The helium industry is capital - intensive and suppliers rely on long - term contracts to guarantee a return on investments, said Nicholas Haines, head of global helium source development for Linde North America in Murray Hill, New Jersey, one of only four companies with a refinery connected to the federal helium reserve.

Abcam plc («Abcam» or «the Company», AIM: ABC), a global leader in the supply of life science research tools, is pleased to announce its preliminary results for the year ended 30 June 2017.

About Blog Flash Global implements service supply chain strategies for expanding companies, creating predictability, consistency and visibility for your service logistics.

«It's a fantastic time to be joining the company, as we prepare to launch Infiniti's first premium compact entry for global markets,» says Colin Lawther, Senior Vice President for Manufacturing, Purchasing and Supply Chain Management in Europe.

All that and more, plus host John McElroy gives his insight into the global race going on amongst car companies to lock up the supply chain for carbon fiber.

Products like the Mover, the Bio-hybrid, or bicycles and skateboards might not seem to be a blueprint for future sustainable profits for a company that in 2016 had automotive sales of $ 10.8 billion and ranked 19 in Automotive News Europe's Top 100 global suppliers.

The Schaeffler Group, a global integrated automotive and industrial supplier, sees e-mobility, Industry 4.0 and digitalization as the key opportunities for the future, said CEO Klaus Rosenfeld at the company's press conference at the North American International Auto Show (NAIAS) in Detroit.

The company calls itself a «technology company with a global presence in the following businesses»: Industrial (tapes, adhesives, specialty materials, etc.; Safety and Graphics (personal protection products); Health Care (medical and surgical supplies); Electronics and Energy (solutions for electronic display, touch screens, computer screen filters, etc.); and Consumer (office and home products).