External partnerships

All of the critical innovation success factors were important in driving this rapid innovation time line. A vast array of external partnerships ranging from universities and institutes around the world to fabrication equipment suppliers and customers were involved. Without the SiLK network, the project would not have been completed in such a rapid time frame. 

There are many business reasons for collaborating externally for technology development and acquisition. Our external collaborations bring speed, additional expertise, and broader scope to our projects. Often, we can share the risk of working in a new area by involving partners outside of our company. The objective of our external collaborations is to complement Dow s capabilities and to fill business needs through external partnerships and to bring projects to commercialization more quickly and more cost effectively. 

The term supply chain implies an increase in external partnerships as companies link their operations. A single enterprise that delivers a product or service will have an upstream supply chain for the raw material it needs and a downstream supply chain to end-users to distribute its product. However, it does not necessarily have to have partnerships with either set of enterprises. Partnerships are above and beyond traditional commercial, arm s-length relationships. Well-executed partnerships offer significant opportunities in most chains to quicken increased returns. Poorly executed efforts, on the other hand, may have the opposite effect. Understanding what kinds of changes are needed begins with understanding the traditional model exemplified by the quotation that opened this chapter. 

External research partnerships, properly designed and integrated into internal activities, can accelerate the new product development process. The time from idea stage to commercialization, with the proper commitments, can be reduced substantially, in some cases by 50 to 66 percent. Akzo Nobel... 

Technology transfer specialists, in contrast, are more focused on business aspects. They need to be able to work closely with and understand the work of the industrial property people, to help them check on the patent applications filed by the institution. But they also, and more importantly, must follow market trends involving the portfolio of patents and applications, orient the preparation of technical cooperation, detect and contact potential partners for future technology transfers, negotiate and draft contractual instruments applicable to each case, monitor the partnerships formed, deal with external law offices specializing in intellectual property, and act in cases of breach of contractual clauses. In relation to this last item, when a contractual infraction or other compliance problem is noted, a choice must be made as to what action to take. Will it be by judicial action or some form of alternative dispute resolution ... 

Regarding the not so simple geopolitical situation established in the Black Sea region, mutual contradictions among the Black Sea countries, and growing external influence one cannot expect that the community of the Black Sea countries will cope with the problems of the Black Sea quickly and con-certedly. There is a greater likelihood of attainment of separate compromises between neighboring countries and separate partnership with transnational corporations, international financial institutions and non-Black-Sea countries. 

An EQS would assist in the mandated deliverables of other departments need to meet binational agreements on the substance need to support concerns of territorial, provincial, or municipal jurisdictions need to support operational requirements of the private sector need to support operational requirements of other countries. Could an EQS be derived in partnership with other stakeholders within Canada or internationally Are there external funding contributions ... 

Why do external technology Box 5.1 gives some of the broad reasons, focusing on the university partnership that Air Products has. 

In our work in developing external technology partnerships, we have found a series of elements that need to be present in order to have a successful project. These are hsted in Box 7.3. 

Potential partnerships The National Cytology Institute can assist in establishing external quality assurance scheme and accreditation system for participating clinics. 

JCP works with a complex array of partnerships , both nationally and locally. These can be strategic or operational. The operational partnerships include contractual relationships with an extensive mixed economy of for profit and not for profit providers who deliver most employment programmes. In 2005/2006 around one third of welfare to work provision was delivered through more than one thousand contracts with such providers (HMT 2006). In 2005/2006 external providers delivered a total of 135,107 job entries, an increase of 25% from the previous year (JCP 2006). 

Cooperatively fabricate and test membrane electrode assembly (MEAs) using the most promising membranes. This is to be done in partnership with an external company specializing in fuel cells. 

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