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在不熟悉网络营销以及外贸流程的情况下，前期推广费用，探索过程的时间成本，以及不可确定的回报，造成工厂进入外贸领域的难度较高。

From: http://www.purchasing.com/article/389016-Goodyear_rolls_suppliers_further_back_into_product_development.php

When mark purtilar took over as CPO at Goodyear Tire & Rubber two years ago, one of the C-level executives he built a quick relationship with was Jean-Claude Kihn, the tiremaker’s new chief technology officer (CTO). After just a few conversations, it was clear the two men are of the same mind when it comes to suppliers.

“We both saw that we have a lot of suppliers with a high level of technical knowledge in their respective areas, and so why shouldn’t we include them more in the process and increase our R&D capability?” Purtilar tells Purchasing in a recent interview.

Coming to that realization was the first step, but actually getting suppliers more integrated in the product development process would be where the rubber meets the road for Goodyear’s supply chain. The first part of that journey was to painstakingly map out the product development process at Goodyear and determine at which point each stakeholder is brought into the process and identify where in the flow suppliers should be included.

After months of process mapping, a list of select suppliers was invited to an Innovation Day at Goodyear’s headquarters in Akron, Ohio to introduce the concept. “We had a few dozen suppliers here, but not hundreds,” says Purtilar. “We literally sat down with our entire supplier list in one hand and our challenges list in the other and compared them to decide which suppliers would be the most useful.”

Among the suppliers present were DuPont, Sumitomo Chemical, ExxonMobil, Bekaert, Kemai and Rhodia. Purtilar, Kihn and other Goodyear executives explained to the suppliers that the company was moving away from its prior internally focused development processes and looking to its key suppliers to become more involved in its product development. To emphasize that point, suppliers were given a full walk-through of the tire manufacturing and production process. While most of the suppliers made materials that went into tires, not all of them were fully aware of the actual process used to make tires. In fact, during that tour, some suppliers were able to provide constructive feedback and process improvement ideas to Goodyear right on the floor. With all its key suppliers together for the day, Goodyear also outlined a list of 17 specific challenges that it wanted suppliers’ input on. Suppliers were advised to take the challenges back to their facilities and submit their solutions to Goodyear though a supplier web portal.

“We got hundreds of ideas from suppliers across the 17 areas and are overwhelmed in a good way with the response we received from the supply base,” says Purtilar. The ideas ranged from those focused on materials management to product development to commodity cost reduction. “Some were directly focused on addressing the challenge we had given and others made us say ‘holy smokes, we had never even thought about it that way,’” he says.

Suppliers appointed specific people to focus solely on the Goodyear challenges, Purtilar says. With a detailed process in place for evaluating the ideas, the purchasing organization then moved into the role of facilitator and worked on connecting supplier’s technical staffs with the appropriate contacts within Goodyear to further develop the ideas.

He points out that Goodyear was careful to exercise the “appropriate amount of caution” in providing suppliers access to certain proprietary information, and went to its internal legal and finance teams early on to identify any risks.

And while there was some initial hesitation about the project at first from some members of Goodyear’s internal technology organization, “especially during a downturn, you realize you have to find new ways to innovate,” Purtilar says.

The project, in fact, has served to bring the procurement and the technology organizations closer at Goodyear. Purtilar says “we were on that path to our technology teams recognizing the value of procurement’s earlier involvement in product development, but this served to solidify that. Now we’re in on every innovation meeting—we don’t have to ask, we get asked.”

Overall he says “suppliers were thrilled with our being that open and let them share their new technologies in development.” Goodyear plans to continue holding supplier innovation days. “In fact, since the last one we have two more challenges we’d like to put out to suppliers.”

In the survey, 66 of the 100 CEOs thought that the development potential of customer to customer e-Commerce cannot do better than the business to customer mode. A majority of CEOs believed, compared to individual seller of C2C, B2C is professional; furthermore, providing professional service is the future online shopping development trend.

According to the insiders, there tend to be credit, quality and after service and many other problems, which make the consumers give up the shopping desire to some degree.

However, B2C online marts can leave out more intermediate links; and these B2C e-shops can not only truly achieve cheap and fine, but also provide after guarantee, which succeed to cater to the consumers’ online shopping demand and dispel their scruple. Furthermore, following the gradual development and maturity of net purchasing, B2C has been gradually thought highly of by the various big businesses.

Besides, in the survey, most CEOs said, within the next three years, the electronic payment industry will also appear a rapid growth trend.

Wikipedia: Eco-cement

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Home > Library > Miscellaneous > Wikipedia

This article is an orphan, as few or no other articles link to it. Please introduce links to this page from other articles related to it. (February 2009)

Eco-Cement is a brand-name for a type of cement which incorporates reactive magnesia (sometimes called caustic calcined magnesia or magnesium oxide, MgO), another hydraulic cement such as Portland cement, and optionally pozzolans and industrial by-products, to reduce the environmental impact relative to conventional cement. One problem with the commercialization of this cement, other than the conservatism of the building industry, is that the feedstock magnesite is rarely mined.

Contents

[hide]

* 1 Energy requirements

* 2 CO2 sequestration

* 3 Waste utilization

* 4 References

* 5 Further reading

* 6 External links

Energy requirements

Ordinary Portland cement requires a kiln temperature of around 1450°C. The reactive magnesia in Eco-Cement requires a lower kiln temperature of 750°C[1], which lowers the energy requirements, and hence the use of fossil fuels and emission of carbon dioxide (CO2).

CO2 sequestration

Eco-Cement sets and hardens by sequestering CO2 from the atmosphere and is recyclable. The rate of absorption of CO2 varies with the degree of porosity and the amount of MgO. Carbonation occurs quickly at first and more slowly towards completion. A typical Eco-Cement concrete block would be expected to fully carbonate within a year.

Waste utilization

Eco-Cement is able to incorporate a greater number of industrial waste products as aggregate than portland cement as it is less alkaline. This reduces the incidence of alkali-aggregate reactions which cause damage to hardened concrete.[2] Eco-Cement also has the ability to be almost fully recycled back into cement, should a concrete structure become obsolete.

References

1. ^ Smith, P: “Architecture in a Climate of Change”, page 206. Elsevier, 2005, ISBN 0750665440

2. ^ Swamy, R: “The Alkali-silica Reaction in Concrete”, page 46. Taylor & Francis, 1992, ISBN 0216926912

Further reading

* Wu, H. C. (1999). Advanced civil infrastructure materials. Science, mechanics and applications. Routledge.

* Day, K. W. (2006). Concrete Mix Design, Quality Control and Specification. Cambridge, Woodhead.

* Owen, Dyer (May 28), “A rock and a hard place”, The Guardian, http://www.guardian.co.uk/society/2003/may/28/guardiansocietysupplement3

External links

* ABC New Inventors Segment (Real Player)

* Discovery Channel (Canada) on Eco-Cement (Windows Media Player)

* Independent appraisals of the technology

* Alternative to low-carbon Eco-cement: Making cement while sequestering carbon from the atmosphere, Issue 127, July 2008; Retrieved 2008-07-20.

This entry is from Wikipedia, the leading user-contributed encyclopedia. It may not have been reviewed by professional editors (see full disclaimer)

通过 Eco-cement: Information from Answers.com.

2. New techology to protect the environment.

3. The market of houses in China will have a disaster.