Value Chain and Business Model Challenges Sample Clauses

Value Chain and Business Model Challenges. A number of challenges (CH) exist that prevent companies in the process industry from implementing the MC model or realize the untapped opportunities created by the model. In order to make the model work in real life and earn the much needed buy-in of all the relevant stakeholders, we attempt to generate specific/concrete ideas that will help decision makers build strategies/tactics/mechanisms/tools to be added to the general MC model. The ideas presented in this section are based on both desk research and the feedback received from our industry partners through workshops and interviews. We illustrate the main challenges that focus on: CH1. Technology selection. CH2. Supply chain configuration. CH3. Customer inputs. CH4. Customization level. CH5. Determining the value of customization.
Sample 1
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Value Chain and Business Model Challenges. A number of challenges exist that prevent companies in the process industry from implementing the decentralized model or realize the untapped opportunities created by the model. In order to make the model work in real life and earn the much needed buy-in of all the relevant stakeholders, we attempt to generate specific/concrete ideas that will help decision makers build strategies/tactics/mechanisms/tools to be added to the general decentralized model. The ideas presented in this section are based on both desk research and the feedback received from our industry partners through workshops and interviews. Figure 23 shows the envisioned value chain for the decentralized business model including business model challenges. Please note that in Figure 14 and 15 we presented the supply chain, which consisted of the material flow and supply chain elements. In the value chain, the actors and interactions between the actors (materials, energy, financials, and activities) are shown. The following challenges (CH) are identified regarding the decentralized business model:
Sample 1
Value Chain and Business Model Challenges. A number of challenges exist that prevent companies in the process industry from implementing the PSS model or realize the untapped opportunities created by the model. In order to make the model work in real life and earn the much needed buy-in of all the relevant stakeholders, we attempt to generate specific/concrete ideas that will help decision makers build strategies/tactics/mechanisms/tools to be added to the general PSS model. In doing so, we first remind the reader of the specific challenge that the PSS model faces and then discuss how to overcome the same recommending innovative solutions. The ideas presented in this section are based on both desk research and the feedback received from our industry partners through workshops and interviews. Below, we present some challenges and potential solutions:
Sample 1
Value Chain and Business Model Challenges. This section gives a short overview of potential “challenges” that exist for taking-up the RR&S business model(s). These challenges cause a typical company in the process/manufacturing industry to end up with a “lower score” for some of the factors above. We provide possible solutions which may increase the scores and make the take-up of the business model more attractive. The following five key challenges have been identified for the RR&S business model(s): CH1. Ownership and responsibility CH2. Economic feasibility CH3. Market value and acceptance CH4. Financing CH5. Trust and liability The importance of each of these Challenges vary according to the RR&S business model type, as indicated in Table 6. RR&S BM types Challenges In‐process R&R Value chain R&R Cross Value‐ chain R&R Industrial symbiosis Ownership and responsibility X XX X X XX XXX X XX XXX X XX X XXX X X XXX XXX Economic Feasibility Market value and acceptance Financing Trust and liability X XX X Table 6. Level of importance of the RR&S challenges vs RR&S BM types In the following paragraph we elaborate how each of the challenges plays a role in one or several of these BM types. We also provide some suggestions to improve the potential of the business model archetype, based on our literature search, case studies and industrial contacts. For each of them we indicate how it may impact the scoring of the factors indicated in the previous section.
Sample 1

Related to Value Chain and Business Model Challenges

  • Career Development The City and the Union agree that employee career growth can be beneficial to both the City and the affected employee. As such, consistent with training needs identified by the City and the financial resources appropriated therefore by the City, the City shall provide educational and training opportunities for employee career growth. Each employee shall be responsible for utilizing those training and educational opportunities made available by the City or other institutions for the self- development effort needed to achieve personal career goals.

  • DISADVANTAGED BUSINESS ENTERPRISE OR HISTORICALLY UNDERUTILIZED BUSINESS REQUIREMENTS The Engineer agrees to comply with the requirements set forth in Attachment H, Disadvantaged Business Enterprise or Historically Underutilized Business Subcontracting Plan Requirements with an assigned goal or a zero goal, as determined by the State.

  • Sustainable Development 4.1 The Authority will review the Contractor’s Sustainable Development Policy Statement and Sustainable Development Plan submitted by the Contractor in accordance with the Schedule (Sustainable Development Requirements) and then at least annually thereafter.

  • Developing Educator Plan shall mean a plan developed by the Educator and the Evaluator for one school year or less for an Educator without Professional Teacher Status (PTS); or, at the discretion of an Evaluator, for an Educator with PTS in a new assignment.

  • Curriculum Development This includes the analysis and coordination of textual materials; constant review of current literature in the field, some of which are selected for the college library collection, the preparation of selective, descriptive materials such as outlines and syllabi; conferring with other faculty and administration on curricular problems; and, the attendance and participation in inter and intra-college conferences and advisory committees.

  • – OWNERSHIP OF THE RESULTS - INTELLECTUAL AND INDUSTRIAL PROPERTY Any results or rights thereon, including copyright and other intellectual or industrial property rights, obtained in performance of the Contract, shall be owned solely by the Agency, which may use, publish, assign or transfer them as it sees fit, without geographical or other limitation, except where industrial or intellectual property rights exist prior to the Contract being entered into.

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  • DISADVANTAGED BUSINESS ENTERPRISE (DBE Local Agency will comply with all requirements of Exhibit G and Local Agency Contract Administration Checklist regarding DBE requirements for the Work, except that if Local Agency desires to use its own DBE program to implement and administer the DBE provisions of 49 C.F.R. Part 26 under this Agreement, it must submit a copy of its program’s requirements to the State for review and approval before the execution of this Agreement. If Local Agency uses any State- approved DBE program for this Agreement, Local Agency shall be solely responsible to defend that DBE program and its use of that program against all legal and other challenges or complaints, at its sole cost and expense. Such responsibility includes, without limitation, determinations concerning DBE eligibility requirements and certification, adequate legal and factual bases for DBE goals and good faith efforts. State approval (if provided) of Local Agency’s DBE program does not waive or modify the sole responsibility of Local Agency for use of its program.

  • PHASED DEVELOPMENT 15.1 The Seller reserves to itself, and to its successors in title as Developer, all such rights as are provided for in section 25 of the STA, to erect and complete a phased development on the Land from time to time, but no later than 15 (fifteen) years from the date of opening of the Sectional Title Register, for its personal account.

  • DISADVANTAGED BUSINESS ENTERPRISES In connection with the performance of this Agreement, the Municipality/Sponsor shall cause its contractors to cooperate with the State in meeting its commitments and goals with regard to the utilization of Disadvantaged Business Enterprises (DBEs) and will use its best efforts to ensure that DBEs will have opportunity to compete for subcontract work under this Agreement. Also, in this connection the Municipality or Municipality/Sponsor shall cause its contractors to undertake such actions as may be necessary to comply with 49 CFR Part 26. As a sub-recipient under 49 CFR Part 26.13, the Municipality/Sponsor hereby makes the following assurance. The Municipality/Sponsor shall not discriminate on the basis of race, color, national origin, or sex in the award and performance of any United States Department of Transportation (USDOT)-assisted contract or in the administration of its Disadvantaged Business Enterprise (DBE) program or the requirements of 49 CFR Part 26. The Municipality/Sponsor shall take all necessary and reasonable steps under 49 CFR Part 26 to ensure nondiscrimination in the award and administration of the United States Department of Transportation-assisted contracts. The New York State Department of Transportation’s DBE program, as required by 49 CFR Part 26 and as approved by the United States Department of Transportation, is incorporated by reference in this agreement. Implementation of this program is a legal obligation and failure to carry out its terms shall be treated as a violation of this agreement. Upon notification to the recipient of its failure to carry out its approved program, the USDOT may impose sanctions as provided for under part 26 and may, in appropriate cases, refer the matter for enforcement under 18 U.S.C. 1001 and/or the Program Fraud Civil Remedies Act of 1986 (31 U.S.C. 3801 et seq.).

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