End customer

Economics and price of the final article often dictate a specific type of mbber that can be used. The expected usable life for the product is controlled by many factors including end customer awareness, competitive situation in the marketplace, safety, reUabiUty, and other factors. Rubber is almost always used as a functional part of another system. For example tires, hoses, belts, O-rings, and numerous mbber components are used in manufacturing automobiles and tmcks. The overall life of the vehicle as well as its performance level often control or direcdy relate to the service life or quaUty level of the mbber parts. 

The end customer s main benefits after commissioning of the solution described can be summarized as follows optimal production schedules with optimal batch recipes are available on demand within seconds, better overall process coordination and visibility of the process and faster recovery from disturbances through efficient scheduling. This leads to a significant increase in plant throughput and revenues. 

Associated with a collaboration is a set of types those that take part in the actions. Typically, they are partial views, dealing only with the roles of those objects involved in this collaboration. For example, the retailer in this collaboration may well have another role in which it sells the items to end customers. 

In polymer applications derivatives of oils and fats, such as epoxides, polyols and dimerizations products based on unsaturated fatty acids, are used as plastic additives or components for composites or polymers like polyamides and polyurethanes. In the lubricant sector oleochemically-based fatty acid esters have proved to be powerful alternatives to conventional mineral oil products. For home and personal care applications a wide range of products, such as surfactants, emulsifiers, emollients and waxes, based on vegetable oil derivatives has provided extraordinary performance benefits to the end-customer. Selected products, such as the anionic surfactant fatty alcohol sulfate have been investigated thoroughly with regard to their environmental impact compared with petrochemical based products by life-cycle analysis. Other product examples include carbohydrate-based surfactants as well as oleochemical based emulsifiers, waxes and emollients. 

Competition is the most effective driving force for innovation. In competitionintensive, quality-differentiated, saturated and demand-dominated markets the most important impulses for hazardous substance substitution should originate from the customers, both from the end customers and from industrial or commercial chemicals users ... 

While ISO 9000 is a management tool, it affects the way industry does business and deals with quality control issues such as how machinery and parts manufactured by a company are monitored for quality. It focuses on satisfying the customer, the purchaser of the raw materials, manufactured parts, or assembled items, and includes the eventual end-customer —the general public. It is an attempt to assure quality goods. 

A strategic alliance, or collaborative relationship, is a close, long-term relationship where customer and supplier work together to secure for each other and the end customer the best sustainable advantage... 

The industry invests, on average, about eight percent of its revenues in research and development (R D). Such a research-intensive approach helps end customers immensely, and it is little wonder that chemicals are seen as the engine of innovation. According to a February 2003 study from the Center for European Economic Research, the chemical industry provides more industry-overlapping R D transfers than any other - a fifth of the total, in fact. Thanks to the properties of new materials and components, other industries are able to develop new products and applications - and these innovations succeed because they boost companies economics, improve the effectiveness of existing products and processes in other industries, and are less polluting (Fig. 4.1). 

Interviews with end customers and value chain intermediaries for adoption barriers... 

The proposed secure personal content delivery protocol can be enhanced in such a way that time is used to control when the content should be presented on the end customer s terminal. 

First, the process of building new activities along the value chain will bring the chemical industry even further toward the end customer as companies reach out to new groups of customers further downstream. At the same time, we will see an even further increase in the commoditization of specialties because customers will grow more sophisticated, and producers will not be bringing anything new to the table. 

As mentioned above, one other big lever is to optimize product and information flows, taking a cross-functional view of the entire supply chain from the original supplier to the end customer. This can reduce inventory levels substantially, as well as smoothing out production instability and its associated costs. It also often helps to improve levels of customer service, such as on-time delivery, and capacity utilization. 

Customer requirements are changing constantly, and the one-size-fits-all philosophy is obsolete. The growth of e-commerce has affected the size (decreasing) and frequency (increasing) of orders. In the end, customer perception of quality, which may or may not be an accurate depiction of organizational quality, drives the success of the business. The needs of the customer must be the focus. 

Thousands of activities arc performed and coordinated within a company, and every company is by nature in some way involved in supply chain relationships with other companies (Bowersox 1997b Stigler 1951 Coase 1937). When two companies build a relationship, certain of their intemtil activities will be linked and managed between the two companies (Hakansson and Snehota 1995). Since both companies have linked some internal activities with other members of their supply cheiin, a link between two companies is thus a link in what might be conceived as a supply cheiin network. For example, the internal activities of a manufacturer are linked with and can affect the interned activities of a distributor, which in turn are linked with and can have an effect on the interned activities of a retailer. Ultimately, the internal activities of the retailer are linked with and can affect the activities of the end customer. 

A process can be viewed as a structure of activities designed for action with a focus on end customers and on the dynamic management of flows involving products, information, cash, knowledge, and/or ideas. 

We also did a fair amount of QA/QC testing for clients, both for incoming materials that customers were going to convert into tapes or labels, and also for end-use customers who would actually buy converted pressure-sensitive products. We did a lot of QA/QC testing for both of them, helping them to ensure that what they were getting in the door would satisfy the end customers needs. 

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