Sentences with phrase «supply with demand»

Government - imposed growth restrictions are in place in many areas, and builders, bruised from the 1990 — 1991 economic contraction, have been conservative this time in matching supply with demand.

«It goes back to matching supply with demand,» he says.

At present gas - fired generators are most commonly used, at least in Australia, to balance supply with demand, but gas - fired power is unsustainable and we must eventually move to sustainable power.

BPA in its role as electric system operator must balance electric supply with demand, so overnight, when demand for electric power is low, BPA must decrease generation.

What's more, the daunting challenge of matching teacher supply with demand will only become more acute in the coming years as a result of rising pupil numbers.

Anderson justifies charter growth as an effort «to align supply with demand.»

Last time around, we argued that America's charter marketplace has done a mediocre job of matching supply with demand and ensuring solid school quality.

So transmission lines must be built to connect supply with demand.

But there is a third pricing strategy that incorporates the benefits of both approaches and allows the retailer to better match supply with demand.

It had increasing amounts of wind power coming on its grid, but when the wind stopped, there were frequent blackouts because central power stations often weren't quick enough to readjust supply with demand.

This was the second full year that the state's new potato co-op, United Fresh Potato Growers of Idaho, was able to institute its recommendation that acreage be reduced so as to better align supply with demand.

Those insights, in turn, help improve profitability, match supply with demand and ensure supplier compliance.

For many small retailers and wholesalers, automating and integrating key front office functions with a solution such as SAP Anywhere can help align supply with demand, accelerate business growth and drive sales.

You need to match this variable supply with demand.

Since the chain stores have the buying power, they can make or break a supplier with their demands.

Not exact matches

I recently spoke with Anders Lassen, CEO of Fuse, who explained, «People work incredibly inefficiently today, and we simply can't afford that when demand for enterprise apps outstrips supply by six - to - one.

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.

The reason why production is down from its record highs has nothing to do with what the Obama Administration has done in terms of regulation; rather, it's due to market forces — simply a case of supply and demand.

April 30 - Strong compliance with OPEC - led production cuts, robust demand and supply disruptions in the Middle East are likely to lift oil's average price this year to above $ 67 a barrel, a Reuters poll showed on Monday.

This increased demand has been met with an equally large increase in supply as corporate bond issuance has roughly doubled since 2008.

The freefall appears to be at an end, but the time required to rebalance excess supply with weak global demand «will likely take longer than previously anticipated,» the central bank said in its updated Monetary Policy Report.

With more supply than demand, Chalupka thinks that it will be hard for companies to post big returns in the short haul.

This tech - driven customer - service focus plays especially well with Millennials, says Velez, making it a critical recruiting tool in a sector where labor demand currently outstrips supply.

Pinsonneault is also convinced there won't be a crash because demand really is keeping up with supply.

He's also seen the numbers and concedes that supply really does appear to be keeping up with demand — at least from a statistical perspective — but he cautions there still could be problems.

«This forecast is in line with medium - term supply demand fundamentals including the transition to more balanced diets, urbanization and a push to increase crop yields due to less arable land,» TD economist Sonya Gulati said.

My feeling is that with a lack of supply and a burgeoning global demand for this sort of thing, Big Data science looks like a great field to get into.

But with warnings growing louder that petroleum demand may soon outstrip supply, some economists see the US$ 200 barrel on the near horizon.

«At the same time, the inability for supply to catch up with this demand drove prices higher and continued to put a tight affordability squeeze on those trying to reach the market.»

«It's not really a change on being pro or against austerity, it's understanding that the supply response that we got from the reforms now need to be matched, with some demand response and Europe is in a very good position to do it,» he added.

Challenges lie throughout the supply chain, from placing the right orders based on demand, to delivering design to fulfillment, shipping and managing payments — all with an international lens.

But faster is not always smarter, especially for any online business looking to connect consumers with local services, in which case balancing supply and demand is critical.

Many businesses are underpriced, and with increasing demand conspiring with recent supply disruptions, the share prices on these stocks are only going up.

Companies in the $ 10 million to $ 50 million range are important links in supply chains, with smaller vendors feeding into them and large customers making demands on them.

With bitcoin supply constrained and increasingly falling short of demand, instead of functioning as a currency, bitcoin is a speculative empty asset.

The company's first - quarter results were hit by higher costs due to disruptions with its suppliers even as it races to meet record demand from top customer Boeing Co..

«But once the eclipse is over and the sun starts coming back, we have to ramp down the other generation in order to keep supply balanced with demand.»

Since 2011, the rail industry has voluntarily adopted tougher safety standards for all new cars, but with literally only a handful of tank car - makers in North America and a huge boom in oil - by - rail shipments, demand far outstrips supply.

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.

At lots of U.S. colleges, efforts to avoid problems with supply and demand are, of course, often stymied by bureaucratic dysfunction.

With print - on - demand, it's important to have backup suppliers in the unfortunate case of inventory shortages and product recalls.

Making sure the right ones get to the right places has never been a trivial matter, but the decision to narrow forecasting brought with it a gigantic leap in the amount of data that had to be processed each day, from 100,000 to 3.5 million data points --» demand forecasting units,» in supply chain speak.

Tuesday's manufacturing data also show demand exceeding supply of goods produced, with production bottlenecks crimping the ability of producers to keep up with consumer demand.

(Worthy of note: That's a bit of a walkback from June, when House said, «We'll be supply - constrained with this product, but we'll do our very best to meet demand.»)

But after the bust comes the boom: Expect soaring crude prices later this decade as demand from fast - growing Asia collides with greatly diminished supply — a classic bust - boom cycle with which the oil industry was all too familiar 100 years ago but may have forgotten since.

If a customer with deep pockets wants to pay you every three months but your suppliers demand payment every 30 days, you need to be sure your business is ready.

Whatever your version of the good life, the first image that popped into your mind probably had nothing to do with demanding clients, unpaid invoices, cranky staff, or flaky suppliers.

Looking to 2016, oil prices are expected to firm modestly as supply is reduced and becomes more closely aligned with demand.

Along with Egypt and Jordan, Pakistan was a newcomer to the LNG import market in 2015, helping drive up demand and absorb growing world supplies from a wave of new projects.

«At this point, we're selling everything that we make,» he said, although he added that he expects supply will catch up with demand in coming weeks.