Sentences with phrase «supplies the company did»

She would return supplies the company did not need in exchange for a gift card, which she then used to buy something small and take the remainder in cash.

That's in part because they get delayed at the border but mostly because the supply companies don't treat the orders as a priority, Cory says.

In 2004, Marisa opened Mud Bay's first distribution center, which was significantly expanded in 2007 to handle the growing number of suppliers the company does business with.

Not exact matches

While most car companies do remanufacturing to some degree, the majority outsource this work or leave it to parts suppliers today.

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.

In October, when hay season ends, Stinger employees drive machines to energy companies, national labs, or universities doing alternative fuel projects and help the farmers that supply them bale, stack, and haul residue left in their fields.

Things moved relatively quickly; because of the manufacturing that Sanghavi did for his robotics company in India, he already had a network of contacts for Asian suppliers and factories that he could leverage to find clothing manufacturers.

Tasner attributes PulpWorks» success — the company does upward of $ 1 million annually and is profitable — to his decades of experience as a supply - chain manager buying from entrepreneurs like himself.

The company, which did work for U.S. President Donald Trump's 2016 campaign, said it lost «virtually all» customers and suppliers as a result of reports that it improperly obtained information from tens of millions of Facebook Inc. users.

I lack the direct experience with the world's largest retailer to fairly say I don't like it, but still — a company that has both a taste for hegemony and a reputation (fair or not) for driving profit out of supply chains is something any marketer should be wary of.

It didn't take long for Target to figure out the underlying cause of the breakdown: The data contained within the company's supply chain software, which governs the movement of inventory, was riddled with flaws.

For example, if you supply green cleaning services while other cleaning companies in your area do not, take advantage of how unique you are.

It's a truly neutral network in that they hydro companies that supply people with power don't care about and have no say over how it is used.

It also requires companies to disclose what they are doing to make sure supply chains are free from slavery.

The «stakeholder model» is the idea that management balances the needs and desires of shareholders, as well as employees, customers, suppliers, and the communities where a company does business.

Not only did weather affect store traffic, it disrupted the supply chain, slowing production and backing up trucking transportation around the country, the company said.

That quickly changed, however, as the company realized that it needed a supply of quality restaurants if it was going to attract any kind of demand; random didn't cut it.

But the first of many boycotts against Nike was followed by corporate efforts at reform, and the company now has a history of holding suppliers to account and cutting off those that don't measure up.

When the labor practices of Nike's contract suppliers brought activist scrutiny, according to a company official, the «initial attitude was, «Hey, we don't own the factories.

(Presumably, this future does not include the risk of serving expired meat — which the company's China subsidiary ran into earlier this year when one of its suppliers was caught repackaging old ground beef.)

Bilinkis had always dreamed about being acquired by a big American office - supply company; now he sometimes dreamed that he would be the one doing the buying.

Failure will diminish the region's promise, and more companies will move to Europe or Asia, as the Ford Focus has just done, leaving U.S. suppliers bereft.

Following the earthquake in Haiti, Canadian companies rushed to donate funds and supplies, and urged employees to do the same.

Although Cascade was able to document its successes in workplace diversity, local charity, and community service, the company did not have verification that its suppliers were making similar efforts.

Does your company pay the best possible price for business supplies or corporate travel?

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.

And although Sam Walton and his successors didn't invent the practice of squeezing suppliers on cost, the company took the process to a whole new level.

The investment company thinks Loblaw's loyalty program, which gives it a lot of important customer - related information, is a differentiator and it's doing a good job of finding efficiencies in its supply chain.

«We connect the farmers to the land to the supply chain to the market... I know people starting tea companies now — good people, more power to them — but I don't feel that's what I want to contribute to the world.

People stick their money under the mattress, they don't put it to work,» says Leo Piccioli, who used to work at Officenet, a stationery and supplies start - up bought in 2004 by Staples, the US office supply chain store, and is now that company's Argentina country manager.

Public health and consumer groups applauded the move, which does not go as far as the company's policy for the United States, where already for a year suppliers have provided the chain with chickens raised without antibiotics deemed important to human health.

That's what Joliette, Que. - based petroleum products supplier Harnois Groupe did in 2014 when Esso announced it would stop supplying fuel to mining companies operating in Labrador City.

As KFC was scrambling to get its supplier issue under control, its PR team went to work and did something spectacular that might just give the company a little breathing room with the public.

That model calls on companies to work with their current suppliers to find cheaper ways of doing business.

Its fifth call to action is to «vote with our dollars,» or stop working with agencies, suppliers and ad tech companies that don't comply with its requirements.

Angie's List founder Angie Hicks told the paper that burying a complaint with positive reviews supplied by paid marketers doesn't work on her company's site either.

Not only does the company now have to begin searching for new leadership, but it also needs to fill senior positions in its supply chain, product and logistics areas, leaving a somewhat gaping void in upper management.

If the business community adopts, on a large scale, the concept that it should cater not just to shareholders but to all stakeholders (employees, the community, the environment, customers, suppliers), then companies will go out into the world with an approach that really does create long - term value for all.

He also serves as a Senior Advisor to McKinsey & Company, consulting with telecom service providers, suppliers, and private equity investors, and has done so since April 2008.

Though the company doesn't name names in the filing, it says a number of others who joined Levandowski downloaded things like «supplier lists, manufacturing details and statements of work with highly technical information» in the days and hours before they left the company.

If our device could be moved close to where it is needed, but still on the energy producer's side of that equation, yet just outside the meter, then the energy producers could have millions of these small devices that they own and operate, because grandma doesn't want to become her own utility company because she has a solar panel, but if the utility companies and energy providers could compete with each other to have small units that are so close to the loads, they still get the full advantage of being a supplier of energy, except with just millions of little plants, they can avoid needing transmission lines, distribution lines, substations, et cetera, that everybody is talking about being expensive, unreliable, and subject to issues.

Without it, the company will have trouble securing enough battery supply to make hundreds of thousands of EVs (which they plan to do for the upcoming, more affordable Model 3, to be unveiled in March 2016), and it will have trouble reducing its prices enough to attract Mr. and Mrs. Everybody (the Gigafactory is expected to slash costs by at least 30 % through economies of scale and high - tech manufacturing).

Delphi, the auto parts supplier, is an interesting case of a company performing worse than it did the year prior.

Companies that win in the Internet era do so by owning the customer relationship, which gives them power over suppliers.

Hallmark says that a majority of its cards are made in America, but when US companies did print abroad, China supplied 94 % of them.

This company, named Company X, would have little interest in accepting Bitcoin payments unless there was interest from one of the retail stores that frequently purchased merchandise from Company X. Company X would also have no incentive to purchase Bitcoin to pay for materials if its material supplier didn't accept Bitcoin pacompany, named Company X, would have little interest in accepting Bitcoin payments unless there was interest from one of the retail stores that frequently purchased merchandise from Company X. Company X would also have no incentive to purchase Bitcoin to pay for materials if its material supplier didn't accept Bitcoin paCompany X, would have little interest in accepting Bitcoin payments unless there was interest from one of the retail stores that frequently purchased merchandise from Company X. Company X would also have no incentive to purchase Bitcoin to pay for materials if its material supplier didn't accept Bitcoin paCompany X. Company X would also have no incentive to purchase Bitcoin to pay for materials if its material supplier didn't accept Bitcoin paCompany X would also have no incentive to purchase Bitcoin to pay for materials if its material supplier didn't accept Bitcoin payments.

Companies like Caterpillar earn billions in revenue from Canadian resource developments. Yet Caterpillar is under no compulsion to produce anything in Canada. To the contrary, our governments gave Caterpillar carte blanche to take over and then shut down important productive assets. They will continue to supply our resource projects from outside the country, unless and until we implement a strategy to enhance our capacity to do this important, valuable work ourselves.

Companies like X which, don't sell directly to consumers, would never have a reason to use Bitcoin unless one of its major customers or suppliers expressed interest in using it.

For example, my investment in supply side of cricket protein led to a really great introduction with the consumer package goods company because that entrepreneur knew that I was excited about the space and didn't really need to convince me that this is the future.

Tractor Supply Company hasn't been closing stores like other retailers have been forced to do.