Upstream collaboration

In the development of new products, optimization of the fermentation medium for titer only often ignores the consequences of the medium properties on subsequent downstream processing steps such as filtration and chromatography. It is imperative, therefore, that there be effective communication and understanding between workers on the upstream and downstream phases of the produc t development if rational trade-offs are to be made to ensure overall optimahty of the process. One example is to make the conscious decision, in collaboration with those responsible for the downstream operations, whether to produce a protein in an unfolded form or in its native folded form the purification of the aggregated unfolded proteins is simpler than that of the native protein, but the refolding process itself to obtain the product in its final form may lack scalabihty. 

For a given set of flow parameters, the strained flame speed is taken as the fluid velocity at the minimum in the profile just upstream of the flame. Law and collaborators developed an analysis that uses a series of variously strained flames to predict strain-free laminar burning velocities [238,438,448]. As the strain rate is decreased, the strained flame speed decreases and the flame itself moves farther from the symmetry plane. There is an approximately linear relationship between the strained flame speed and the strain rate. Thus, after measuring the velocity profiles (e.g., by laser-dopler velocimetry) for a number of different strain rates, the strain-free burning velocity can be determined by extrapolating the burning velocity to zero strain. 

The interaction of NF-kB with IkB provides a wealth of examples of several different kinds of order-disorder processes. This work was started in our lab as a collaboration with Dr. E.A. Komives at the University of California, San Diego. Nuclear factor-kappaB (NF-kB) is a dimeric transcription factor widely employed for the transcription of stress-response genes, as it binds to kB upstream enhancer DNA sequences, where it recruits the transcriptional activator CBP. In an unstressed cell, the majority of the NF-kB resides in the cytoplasm, in complex with the inhibitor of NF-kB (IkB). Response to stress involves phosphorylation and ubiquitination of IkB and its subsequent degradation by the proteasome. The free NF-kB is transported to the nucleus, where it binds to the kB enhancer sequences and mediates the transcription of genes that include that of IkB, which acts subsequently to remove NF-kB from the DNA and return it to the cytoplasm as the NF-kB-IkB complex. 

Leverage-companies (i.e., purchasers or retailers) demanding upstream and downstream supply chain collaboration on greening initiatives. 

Work in partnership with upstream suppliers and downstream chemical users to collaborate on improved processes for the safe and effective uses of chemicals. 

The ALPL gene encoding human TNAP is localized on chromosome Ip. Its structure was first reported by Weiss and collaborators [2]. It exceeds 50 kb and contains 12 exons, the first exon being part of the 5 -untranslated region (UTR) of the TNAP mRNA. Soon after this discovery, Kishi et al. reported the presence of another exon, 3.4 kb upstream of exon 2 [3]. They showed that the 5 -UTR consists of either exon IA or exon IB obtained by alternative transcription initiation [3, 4]. Although species-related differences may exist, transcription of the upstream exon lA appears preferentially driven by a promoter active in osteoblasts, whereas transcription may be preferentially initiated with exon IB by a distinct promoter active in liver and kidney [4, 5]. However TNAP s expression is ubiquitous. 

Few supply chain efforts will not require collaboration with upstream suppliers and downstream customers. After all, this is the essence of SCM. Strategy components include information sharing up and down the chain, new roles for suppliers or distribution channel partners, the role of product and process technology, and trading partner contributions to our own effort. The charter should anticipate the need for this participation, and authorize the team to prepare requirements accordingly. 

A selected starting point for this example is that the collaborative forecasting model exists already between two parties and this model is extended one step further. In a two-entity chain the forecast of the customer affects the supplier. In this example, where the second tier supplier is included the initial forecast of the brand owner affects another step higher in the upstream. Furthermore, the planning process of the first tier supplier, where the manufacturer s forecast is processed into raw material forecast to the second tier supplier, plays a key role. A general description of the model is shown in Figure 2.2. 

To enable this degree of visibility and transparency, synchronisation requires a high level of process alignment, which itself demands a higher level of collaborative working. These are issues to which we shall return. The box below indicates some of the key processes that need to be linked, upstream and downstream, to provide the foundation for supply chain synchronisation. 

The ability to see from one end of the pipeline to another is essential. It is important to be able to see the changes that are on the horizon both upstream and downstream. Information sharing provides a powerful platform on which to build collaborative working relationships across the supply chain. 

External improvement priorities picking upstream and downstream collaborative opportunities. 

Key issue Where and how to place bets on collaborative opportunities upstream and downstream in the supply chain. 

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