Leadership in Developing a Supply Chain Code of Conduct for the IT Industry
Organisation Name
Hewlett-Packard
Problem
Today, more than 80% of HP’s products are manufactured through alliances and partnerships and the company has taken significant steps to extend its social and environmental standards by introducing the HP Supply Chain Code of Conduct to its supply chain in 2002. It was the first code of conduct in the IT industry and provides an important foundation for HP’s ongoing efforts to ensure compliance with its Supply Chain Social and Environmental Responsibility (SER) Policy. With one of the IT industry’s largest and most complex supply chains also comes responsibility for setting standards in this industry. So in 2004, HP took the initiative to extend the Supply Chain Code of Conduct to the whole industry by playing a leading role in developing an industry-wide standard.
Solution
Since many electronics industry companies share suppliers, an industry-wide supplier code of conduct allows companies to work more effectively with suppliers to ensure compliance. In 2004, HP facilitated collaboration with some of the largest IT organisations, including Dell and IBM and major Electronics Manufacturing Service Providers, to develop a common Electronic Industry Code of Conduct (EICC).
The EICC promotes responsible business practices to improve social and environmental conditions across the global electronic supply chain and it aims to foster responsible management and operational practices in the areas of labour, human rights, environmental, health and safety (EHS) and ethics.
The EICC paves the way for a standards-based approach for monitoring suppliers' performance across several areas of corporate responsibility. Fundamental to adopting the code is the understanding that a business, in all of its activities, must operate in full compliance with the laws, rules and regulations of the countries in which it operates. The code encourages participants to go beyond legal compliance, drawing upon internationally recognised standards in order to advance social and environmental responsibility.
The Electronic Industry Code of Conduct may be voluntarily adopted by a business in the electronics sector and subsequently applied by that business to its own suppliers.
Over the last year, HP has had extensive dialogue with internal and external stakeholders regarding EICC provisions. In coordination with the original EICC founders, the company incorporated several changes into the EICC. The current (October 2005) version added open communication and direct engagement between workers and management.
HP participates in the EICC Implementation Group as the Vice Chair and is a member of the EICC steering committee.
Constraints
•Building consensus in developing an industry code of conduct took time and perseverance in the short run but has long-term benefits.
Benefits
•It was clear that there were advantages to addressing supply chain issues on an industry-wide basis, to develop common assessment, auditing methods and a central database for the technology sector.
•Standardizing SER tools and processes throughout the industry reduces confusion, increases efficiency, avoids duplication of supplier surveys and audit fatigue and increases focus on the core issues.
Period Of Implementation
2004
Place Of Implementation
Global
More Information
http://www.eicc.info/
http://www.hp.com/hpinfo/globalcitizenship/environment/supplychain/compliance.html
http://www.hp.com/hpinfo/globalcitizenship/gcreport/supplychain/supplyapproach.html
http://h41111.www4.hp.com/globalcitizenship/uk/en/bulletin/3/interview.html
Year Of Submission
2006
Themes
Mainstreaming CSR
Business Partnerships
= = =
Reference Link:
http://www.csreurope.org/solutions.php?action=show_solution&solution_id=45
Showing posts with label Electronics. Show all posts
Showing posts with label Electronics. Show all posts
Tuesday, January 25, 2011
Wednesday, January 19, 2011
A Japanese Woman Leading in 3-D TV, Breaking Japan’s Glass Ceiling
Source: http://www.nytimes.com/2011/01/18/business/global/18screen.html
Leading in 3-D TV, Breaking Japan’s Glass Ceiling
By HIROKO TABUCHI
Published: January 17, 2011
TOKYO — It is the Achilles’ heel of 3-D television: the clunky glasses that viewers must wear to see images pop out in 3-D.
But Rieko Fukushima, a researcher at Toshiba, developed a way to do away with the glasses — and at the same time is helping to crack Japan’s glass ceiling for women.
“I’d be lying if I said it wasn’t tough as a woman,” said Mrs. Fukushima, 39, who led Toshiba’s effort to develop the world’s first “naked eye” 3-D TV. The project began nine years ago, when she had just returned from maternity leave.
“Sometimes, I’d see it in my colleagues’ expressions,” she said “ ‘What? A woman? This age? In charge?’ ”
It is too early to know whether Toshiba can create a big consumer market for its new 3-D TVs, which it introduced in Japan in October and demonstrated this month at the Consumer Electronics Show in Las Vegas.
But Mrs. Fukushima’s breakthrough is a rare example of a company that has successfully tapped what some economists call Japan’s most underused resource: women.
According to a 2009 government survey, women made up 8 percent of managerial jobs in Japan; in the United States, women hold 43 percent of supervisory positions, according to Catalyst, a nonprofit in New York.
Only 65 percent of college-educated Japanese women are employed, many of them in low-paid temp jobs, compared with about 80 percent in the United States — “a significant lost economic opportunity for the nation,” Goldman Sachs said in a report in October. Over two-thirds of Japanese women leave the work force after their first child compared with just one-third of American women, the report said, often because of corporate and societal norms, as well as insufficient child care.
If Japan’s 60 percent female employment rate in 2009 could match the 80 percent rate among men, the country would have 8.2 million more workers to replenish its rapidly aging population and raise its gross domestic product by as much as 15 percent, said the report, by Kathy Matsui, a managing director at Goldman Sachs Japan.
Mrs. Fukushima’s success has therefore been welcomed as an inspirational tale of what can happen when things fall into place: a driven woman, a supportive family, and a company trying to diversify its work force.
“As a researcher, her ideas are cutting edge,” said Yuzo Hirayama, the head researcher at Toshiba’s TV research unit. “Her communication and networking skills also never cease to astound me.”
It was in 2002 that Mrs. Fukushima, after maternity leave for her first child, helped set up a new research and development team to explore the possibilities of 3-D displays. At the time, there was skepticism at Toshiba over whether 3-D technology could be commercialized.
Still, Mrs. Fukushima saw the potential in an early prototype. From the start, she was convinced that the viewing glasses that accompanied most 3-D technology would have to go.
In conventional 3-D TV technology that uses glasses, images for each eye are rapidly displayed one after the other. Filters in dedicated glasses flash on and off in sync with the TV, so that the right eye sees one image, then the left eye sees the next image, creating the illusion of 3-D.
But Mrs. Fukushima proposed a new approach: developing an algorithm that draws on a Toshiba imaging processor called the Cell to display nine images for each frame. A sheet on the screen angles each image so that the right eye sees only images meant for the right eye, while the left eye sees only images meant for the left eye.
The biggest challenge was making a TV that displays 3-D images even when viewed from wider angles. Toshiba has not entirely solved that problem: its TVs work best when viewed from within a 40-degree zone.
Designing a mass-production setup to keep costs down also posed difficulties, something Mrs. Fukushima tackled by building a network of experts from around the company. But pressure mounted as the project progressed.
“When I was just a researcher, a setback would only reflect badly on myself. But now that I was leading a team, I had to make sure nobody lost faith,” she said.
“I needed to think things through harder than anyone else,” she said. “I often felt overcome with worry, but I tried not to show that at meetings.”
A big break for the project came at a companywide technology fair in May, when an advanced prototype caught the eye of Norio Sasaki, Toshiba’s president. After that came an effort involving hundreds of engineers that pushed production schedules forward as much as two years. “2010 was supposed to be the year of the 3-D glasses,” she said. “We beat our rivals by going glasses-less.”
In Japan, a 20-inch model sells for 240,000 yen, or $2,880. Developing models in bigger sizes would be crucial in marketing the TVs globally, analysts say.
Mrs. Fukushima credits Toshiba with creating a hospitable environment for women. When she was on maternity leave, her supervisor e-mailed her with updates on the latest research and to assure her she “had a place to come back to,” she said.
Toshiba introduced measures in 2004 to help women balance work responsibilities with those at home, including more flexible working hours and a career track with a reduced workload. Now, the majority of women who take maternity leave return to their jobs, officials say.
Women have made more inroads into research positions than in other company divisions: though women number only 12 percent of Toshiba’s 113,500 workers, they make up 20 percent of its main research and development staff. Toshiba still has a way to go in promoting them to advanced positions, however: just 360 of the company’s 21,011 managers are women.
Meanwhile, Mrs. Fukushima’s husband, whom she met in college, has been an important supporter. He encouraged Mrs. Fukushima, a chemistry major, to pursue a master’s degree. Now they share household chores, with her husband, a university lecturer, in charge of making breakfast and sending their daughter to school, while Mrs. Fukushima handles dinner and bedtime. On a typical workday, Mrs. Fukushima works from about 9 a.m. to 6 p.m.
It has not always gone smoothly for her. When she began looking for work in 1994, after the collapse of Japan’s economic bubble, many companies told her they were not hiring women, she recalled. Others said they had no experience in hiring women with master’s degrees.
But a Toshiba recruiter encouraged her to call, and after a short interview, she was hired along with another woman from the same university. “There were companies that weren’t even giving women interviews, but Toshiba hired two,” Mrs. Fukushima said. “I was elated.”
Now, she is held up as an example of a woman climbing Japan’s corporate ladder. Nikkei Woman, a monthly magazine for businesswomen, named Mrs. Fukushima its Woman of the Year last month.
Amid her newfound fame, Mrs. Fukushima says she considers her 9-year-old daughter her biggest fan. “She gets so excited to see me on TV,” Mrs. Fukushima said. The girl talks of being a researcher herself one day.
“It makes me happy,” Mrs. Fukushima said. “But these days I am careful to remind her that Daddy has an important job, too.”
= = =
Leading in 3-D TV, Breaking Japan’s Glass Ceiling
By HIROKO TABUCHI
Published: January 17, 2011
TOKYO — It is the Achilles’ heel of 3-D television: the clunky glasses that viewers must wear to see images pop out in 3-D.
But Rieko Fukushima, a researcher at Toshiba, developed a way to do away with the glasses — and at the same time is helping to crack Japan’s glass ceiling for women.
“I’d be lying if I said it wasn’t tough as a woman,” said Mrs. Fukushima, 39, who led Toshiba’s effort to develop the world’s first “naked eye” 3-D TV. The project began nine years ago, when she had just returned from maternity leave.
“Sometimes, I’d see it in my colleagues’ expressions,” she said “ ‘What? A woman? This age? In charge?’ ”
It is too early to know whether Toshiba can create a big consumer market for its new 3-D TVs, which it introduced in Japan in October and demonstrated this month at the Consumer Electronics Show in Las Vegas.
But Mrs. Fukushima’s breakthrough is a rare example of a company that has successfully tapped what some economists call Japan’s most underused resource: women.
According to a 2009 government survey, women made up 8 percent of managerial jobs in Japan; in the United States, women hold 43 percent of supervisory positions, according to Catalyst, a nonprofit in New York.
Only 65 percent of college-educated Japanese women are employed, many of them in low-paid temp jobs, compared with about 80 percent in the United States — “a significant lost economic opportunity for the nation,” Goldman Sachs said in a report in October. Over two-thirds of Japanese women leave the work force after their first child compared with just one-third of American women, the report said, often because of corporate and societal norms, as well as insufficient child care.
If Japan’s 60 percent female employment rate in 2009 could match the 80 percent rate among men, the country would have 8.2 million more workers to replenish its rapidly aging population and raise its gross domestic product by as much as 15 percent, said the report, by Kathy Matsui, a managing director at Goldman Sachs Japan.
Mrs. Fukushima’s success has therefore been welcomed as an inspirational tale of what can happen when things fall into place: a driven woman, a supportive family, and a company trying to diversify its work force.
“As a researcher, her ideas are cutting edge,” said Yuzo Hirayama, the head researcher at Toshiba’s TV research unit. “Her communication and networking skills also never cease to astound me.”
It was in 2002 that Mrs. Fukushima, after maternity leave for her first child, helped set up a new research and development team to explore the possibilities of 3-D displays. At the time, there was skepticism at Toshiba over whether 3-D technology could be commercialized.
Still, Mrs. Fukushima saw the potential in an early prototype. From the start, she was convinced that the viewing glasses that accompanied most 3-D technology would have to go.
In conventional 3-D TV technology that uses glasses, images for each eye are rapidly displayed one after the other. Filters in dedicated glasses flash on and off in sync with the TV, so that the right eye sees one image, then the left eye sees the next image, creating the illusion of 3-D.
But Mrs. Fukushima proposed a new approach: developing an algorithm that draws on a Toshiba imaging processor called the Cell to display nine images for each frame. A sheet on the screen angles each image so that the right eye sees only images meant for the right eye, while the left eye sees only images meant for the left eye.
The biggest challenge was making a TV that displays 3-D images even when viewed from wider angles. Toshiba has not entirely solved that problem: its TVs work best when viewed from within a 40-degree zone.
Designing a mass-production setup to keep costs down also posed difficulties, something Mrs. Fukushima tackled by building a network of experts from around the company. But pressure mounted as the project progressed.
“When I was just a researcher, a setback would only reflect badly on myself. But now that I was leading a team, I had to make sure nobody lost faith,” she said.
“I needed to think things through harder than anyone else,” she said. “I often felt overcome with worry, but I tried not to show that at meetings.”
A big break for the project came at a companywide technology fair in May, when an advanced prototype caught the eye of Norio Sasaki, Toshiba’s president. After that came an effort involving hundreds of engineers that pushed production schedules forward as much as two years. “2010 was supposed to be the year of the 3-D glasses,” she said. “We beat our rivals by going glasses-less.”
In Japan, a 20-inch model sells for 240,000 yen, or $2,880. Developing models in bigger sizes would be crucial in marketing the TVs globally, analysts say.
Mrs. Fukushima credits Toshiba with creating a hospitable environment for women. When she was on maternity leave, her supervisor e-mailed her with updates on the latest research and to assure her she “had a place to come back to,” she said.
Toshiba introduced measures in 2004 to help women balance work responsibilities with those at home, including more flexible working hours and a career track with a reduced workload. Now, the majority of women who take maternity leave return to their jobs, officials say.
Women have made more inroads into research positions than in other company divisions: though women number only 12 percent of Toshiba’s 113,500 workers, they make up 20 percent of its main research and development staff. Toshiba still has a way to go in promoting them to advanced positions, however: just 360 of the company’s 21,011 managers are women.
Meanwhile, Mrs. Fukushima’s husband, whom she met in college, has been an important supporter. He encouraged Mrs. Fukushima, a chemistry major, to pursue a master’s degree. Now they share household chores, with her husband, a university lecturer, in charge of making breakfast and sending their daughter to school, while Mrs. Fukushima handles dinner and bedtime. On a typical workday, Mrs. Fukushima works from about 9 a.m. to 6 p.m.
It has not always gone smoothly for her. When she began looking for work in 1994, after the collapse of Japan’s economic bubble, many companies told her they were not hiring women, she recalled. Others said they had no experience in hiring women with master’s degrees.
But a Toshiba recruiter encouraged her to call, and after a short interview, she was hired along with another woman from the same university. “There were companies that weren’t even giving women interviews, but Toshiba hired two,” Mrs. Fukushima said. “I was elated.”
Now, she is held up as an example of a woman climbing Japan’s corporate ladder. Nikkei Woman, a monthly magazine for businesswomen, named Mrs. Fukushima its Woman of the Year last month.
Amid her newfound fame, Mrs. Fukushima says she considers her 9-year-old daughter her biggest fan. “She gets so excited to see me on TV,” Mrs. Fukushima said. The girl talks of being a researcher herself one day.
“It makes me happy,” Mrs. Fukushima said. “But these days I am careful to remind her that Daddy has an important job, too.”
= = =
Tuesday, March 3, 2009
How REACH impacts electronics components use
Reference Link:
http://www.allbusiness.com/government/international-organizations-bodies/12283847-1.html
How REACH impacts electronics components use: seven steps on navigating the new set of regulations for those importing assemblies to the EU.
By Schultz, Steve
Publication: Circuits Assembly
Date: Sunday, March 1 2009
The requirements of the European Union's REACH (Registration, Evaluation, Authorization and Restriction of Chemicals) Directive are massive and involve manufacturers and importers of chemicals, compounds and articles. Here are seven basic points about REACH that every manufacturer of electronics assemblies selling product in Europe must understand.
1. No data, no market. If your company builds electronic assemblies for import into the EU, you are directly impacted by the REACH requirements. Failure to comply with these new regulations risks having your products denied access to the European market.
2. Reporting requirements. Electronic components are "articles" under the definition of REACH, as are electronics assemblies, and are subject to specific reporting requirements with regard to Substances of Very High Concern (SVHCs). The REACH Directive requires that SVHCs be controlled, reported, and eventually phased out in favor of safer materials when it is technically and economically feasible.
The manufacturer of electronics assemblies must determine if the electronic components used in their products contain any of the SVHC restricted chemicals/substances. If present, REACH requires that importers to Europe of articles, or manufacturers of articles in Europe, provide information on SVHCs greater than 0.1% w/w in the article to the immediate downstream recipient and to any other consumer that requests it. This requires the manufacturer to aggregate the total weight of each SVHC contained in its finished product and represent it as a percentage of the total weight of its product. This information must be provided free of charge and made available within 45 days.
Starting in 2011, manufacturers and importers also will be required to report this information directly to European Chemical Agency (ECHA) if it is greater than 0.1% w/w and the manufacturer imports greater than one metric ton of the SVHC into Europe each year. However, manufacturers need not report this information if they can demonstrate that the substance is already registered for the same use, or prove that the SVHCs in their product cannot be released during its lifecycle or during the disposal process.
3. Why the concern about SVHCs? SVHCs have major health consequences. These are chemicals or substances that have been demonstrated to be carcinogens, mutagens and reproductive toxins; or they have been identified as being persistent, biocumulative and toxic; or fall into a category considered "Substances of Equivalent Concern," which includes endocrine disruptors.
ECHA identifies SVHCs on what the industry has come to call the "SVHC Candidate List" (Candidate Substances for Authorization). The initial "Candidate List" includes fifteen chemicals/substances and can be accessed at http://echa.europa.eu/chem_data/candidate_list_table_en.asp.
Over time, many more chemicals and substances will be added to the Candidate List, with some experts estimating as many as 1,500 SVHCs eventually will be identified.
4. Sunset date. At some point in the future, ECHA will designate a "Sunset Date" for each SVHC. After that date, manufacturers will be required to stop using the component containing the SVHC or to obtain specific ECHA authorization to continue using the component. Firms seeking authorization to continue using an SVHC after the Sunset Date must demonstrate that the socioeconomic benefits from its use outweigh the SVHC risk to society.
To maintain a global market for their products, component manufacturers will eventually have to replace SVHCs with substitute chemical/substances. If the electronics industry's experience with the European RoHS directive is any indication, this Sunset provision will result in the discontinuance of many components and the performance requalification of others.
5) No part number change. There is no indication component manufacturers will change part numbers as a result of the migration to substitute chemical/substances, and there is no official "REACH Compliant" designation for the component as there was with RoHS-compliant components. As such, there will be no component marking or labeling, making identification between a part number containing the SVHC and the same part with a substitute chemical/substance problematic. This situation becomes enormously more complicated when you consider that a component may have multiple SVHCs that are phased out of the component manufacturer's supply chain at different points in time.
6. Obtain SVHC information from component manufacturer.
Only the component manufacturer is in position to provide detailed SVHC data on the electronics components that they manufacture. They control the manufacturing process, and only they are in position to know when their internal processes change or when they change raw material vendors. The industry will be best-served if component manufacturers work together to uniformly list SVHC data openly on their websites using standard material data reporting formats.
7. Establish a REACH task force. As with the RoHS transition, many firms are underestimating the time, expense and energy necessary to meet all REACH requirements. REACH is much more complicated than RoHS and will grow in complexity over time. Each company in the electronics industry, if not already doing so, should establish a cross-functional task force composed of engineering, quality, purchasing, operational, finance, marketing, IT, legal and other personnel to begin tackling this latest EU environmental initiative.
While REACH is expected to have a significant long-term impact on the electronics supply chain, distributors can help minimize the impact. Distribution plays a central role in the supply chain and the unique ability to facilitate communication between OEMs and component makers. Further, diverse technical resources offered by distributors can help guide OEM design engineers by offering component options that don't include non-registered chemicals or SVHCs. By establishing open communication channels early on with authorized distributor partners, manufacturers and importers of chemicals, compounds and articles can help minimize the possibility of future supply chain disruptions.
# # #
Steve Schultz is director, strategic planning and communications, Avnet Logistics (avnet.com); steven.schultz@avnet.com.
= = =
http://www.allbusiness.com/government/international-organizations-bodies/12283847-1.html
How REACH impacts electronics components use: seven steps on navigating the new set of regulations for those importing assemblies to the EU.
By Schultz, Steve
Publication: Circuits Assembly
Date: Sunday, March 1 2009
The requirements of the European Union's REACH (Registration, Evaluation, Authorization and Restriction of Chemicals) Directive are massive and involve manufacturers and importers of chemicals, compounds and articles. Here are seven basic points about REACH that every manufacturer of electronics assemblies selling product in Europe must understand.
1. No data, no market. If your company builds electronic assemblies for import into the EU, you are directly impacted by the REACH requirements. Failure to comply with these new regulations risks having your products denied access to the European market.
2. Reporting requirements. Electronic components are "articles" under the definition of REACH, as are electronics assemblies, and are subject to specific reporting requirements with regard to Substances of Very High Concern (SVHCs). The REACH Directive requires that SVHCs be controlled, reported, and eventually phased out in favor of safer materials when it is technically and economically feasible.
The manufacturer of electronics assemblies must determine if the electronic components used in their products contain any of the SVHC restricted chemicals/substances. If present, REACH requires that importers to Europe of articles, or manufacturers of articles in Europe, provide information on SVHCs greater than 0.1% w/w in the article to the immediate downstream recipient and to any other consumer that requests it. This requires the manufacturer to aggregate the total weight of each SVHC contained in its finished product and represent it as a percentage of the total weight of its product. This information must be provided free of charge and made available within 45 days.
Starting in 2011, manufacturers and importers also will be required to report this information directly to European Chemical Agency (ECHA) if it is greater than 0.1% w/w and the manufacturer imports greater than one metric ton of the SVHC into Europe each year. However, manufacturers need not report this information if they can demonstrate that the substance is already registered for the same use, or prove that the SVHCs in their product cannot be released during its lifecycle or during the disposal process.
3. Why the concern about SVHCs? SVHCs have major health consequences. These are chemicals or substances that have been demonstrated to be carcinogens, mutagens and reproductive toxins; or they have been identified as being persistent, biocumulative and toxic; or fall into a category considered "Substances of Equivalent Concern," which includes endocrine disruptors.
ECHA identifies SVHCs on what the industry has come to call the "SVHC Candidate List" (Candidate Substances for Authorization). The initial "Candidate List" includes fifteen chemicals/substances and can be accessed at http://echa.europa.eu/chem_data/candidate_list_table_en.asp.
Over time, many more chemicals and substances will be added to the Candidate List, with some experts estimating as many as 1,500 SVHCs eventually will be identified.
4. Sunset date. At some point in the future, ECHA will designate a "Sunset Date" for each SVHC. After that date, manufacturers will be required to stop using the component containing the SVHC or to obtain specific ECHA authorization to continue using the component. Firms seeking authorization to continue using an SVHC after the Sunset Date must demonstrate that the socioeconomic benefits from its use outweigh the SVHC risk to society.
To maintain a global market for their products, component manufacturers will eventually have to replace SVHCs with substitute chemical/substances. If the electronics industry's experience with the European RoHS directive is any indication, this Sunset provision will result in the discontinuance of many components and the performance requalification of others.
5) No part number change. There is no indication component manufacturers will change part numbers as a result of the migration to substitute chemical/substances, and there is no official "REACH Compliant" designation for the component as there was with RoHS-compliant components. As such, there will be no component marking or labeling, making identification between a part number containing the SVHC and the same part with a substitute chemical/substance problematic. This situation becomes enormously more complicated when you consider that a component may have multiple SVHCs that are phased out of the component manufacturer's supply chain at different points in time.
6. Obtain SVHC information from component manufacturer.
Only the component manufacturer is in position to provide detailed SVHC data on the electronics components that they manufacture. They control the manufacturing process, and only they are in position to know when their internal processes change or when they change raw material vendors. The industry will be best-served if component manufacturers work together to uniformly list SVHC data openly on their websites using standard material data reporting formats.
7. Establish a REACH task force. As with the RoHS transition, many firms are underestimating the time, expense and energy necessary to meet all REACH requirements. REACH is much more complicated than RoHS and will grow in complexity over time. Each company in the electronics industry, if not already doing so, should establish a cross-functional task force composed of engineering, quality, purchasing, operational, finance, marketing, IT, legal and other personnel to begin tackling this latest EU environmental initiative.
While REACH is expected to have a significant long-term impact on the electronics supply chain, distributors can help minimize the impact. Distribution plays a central role in the supply chain and the unique ability to facilitate communication between OEMs and component makers. Further, diverse technical resources offered by distributors can help guide OEM design engineers by offering component options that don't include non-registered chemicals or SVHCs. By establishing open communication channels early on with authorized distributor partners, manufacturers and importers of chemicals, compounds and articles can help minimize the possibility of future supply chain disruptions.
# # #
Steve Schultz is director, strategic planning and communications, Avnet Logistics (avnet.com); steven.schultz@avnet.com.
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