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Solwatt is a comprehensive programme designed by Solvay to implement an energy management system on large energy-intensive industrial sites.
The review phase follows two streams:
The technical stream, aiming at documenting in an action plan a minimum of 10% savings through a series of short payback incremental improvements.
The behavioural and management stream, aiming at fostering a lasting culture of energy management and savings on the site, with a detailed structure of KPIs and KAIs.
Solwatt® is a comprehensive programme designed by Solvay to implement an energy management system on large energy-intensive industrial sites.
The review phase follows two streams:
The technical stream, aiming at documenting in an action plan a minimum of 10% savings through a series of short payback incremental technical improvements.
The behavioural and management stream, aiming at fostering a lasting culture of energy management and savings on the site, with a detailed structure of KPIs and KAIs and a managerial action plan.
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The construction of a PCB typically involves a thin board made of non-conductive material, often fiberglass reinforced with epoxy resin or other laminates. The surface of the board is coated with a layer of copper, which serves as the conductive material for the electrical pathways.
PCB design involves a meticulous layout of conductive traces, which form the pathways for electrical signals to flow between components. These traces are usually etched onto the copper layer through a process of chemical etching or mechanical milling. The layout of the traces is determined by the circuit schematic, aiming to minimize signal interference, optimize signal integrity, and ensure efficient electrical connectivity.
In addition to the conductive traces, a PCB features various other elements. These include pads and vias. Pads are small areas of exposed copper where electronic components are soldered onto the board. Vias are holes drilled through the board that connect different layers of the PCB, facilitating the routing of traces between them.
PCBs can have multiple layers, ranging from single-sided boards with components mounted on one side, to double-sided and multi-layer boards, which have components mounted on both sides and multiple layers of conductive traces sandwiched between insulating layers.
The manufacturing process for PCBs involves several steps, including design and layout, fabrication of the board itself, application of the copper layer, etching or milling of the traces, drilling of holes for components and vias, and finally, assembly of components onto the board through soldering or other methods.
PCBs are essential in a wide range of electronic devices, from simple consumer electronics like calculators and remote controls to complex systems like computers, smartphones, and medical equipment. Their compact design, reliability, and scalability make them indispensable in the world of modern electronics, enabling the creation of increasingly sophisticated and efficient electronic devices.
Presentation slides for "Revenue Resilience in a Changing Industry: Water & Sewer Utility Needs," presented by Mary Tiger at Winter 2014 NCLGBA Conference on December 11, 2014.
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n this paper we outline how a holistic and integrated Digital landscape unifies both the Off-site and on-site activities enabling true seamless collaboration and illustrate proven use cases which could aid E&C players in their Digital journey
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Solwatt is a comprehensive programme designed by Solvay to implement an energy management system on large energy-intensive industrial sites.
The review phase follows two streams:
The technical stream, aiming at documenting in an action plan a minimum of 10% savings through a series of short payback incremental improvements.
The behavioural and management stream, aiming at fostering a lasting culture of energy management and savings on the site, with a detailed structure of KPIs and KAIs.
Solwatt® is a comprehensive programme designed by Solvay to implement an energy management system on large energy-intensive industrial sites.
The review phase follows two streams:
The technical stream, aiming at documenting in an action plan a minimum of 10% savings through a series of short payback incremental technical improvements.
The behavioural and management stream, aiming at fostering a lasting culture of energy management and savings on the site, with a detailed structure of KPIs and KAIs and a managerial action plan.
A printed circuit board (PCB) is a fundamental component in modern electronics that serves as a platform for assembling and connecting electronic components. It provides a solid foundation for the interconnection of various electronic elements, including integrated circuits (ICs), resistors, capacitors, and other passive and active components.
The construction of a PCB typically involves a thin board made of non-conductive material, often fiberglass reinforced with epoxy resin or other laminates. The surface of the board is coated with a layer of copper, which serves as the conductive material for the electrical pathways.
PCB design involves a meticulous layout of conductive traces, which form the pathways for electrical signals to flow between components. These traces are usually etched onto the copper layer through a process of chemical etching or mechanical milling. The layout of the traces is determined by the circuit schematic, aiming to minimize signal interference, optimize signal integrity, and ensure efficient electrical connectivity.
In addition to the conductive traces, a PCB features various other elements. These include pads and vias. Pads are small areas of exposed copper where electronic components are soldered onto the board. Vias are holes drilled through the board that connect different layers of the PCB, facilitating the routing of traces between them.
PCBs can have multiple layers, ranging from single-sided boards with components mounted on one side, to double-sided and multi-layer boards, which have components mounted on both sides and multiple layers of conductive traces sandwiched between insulating layers.
The manufacturing process for PCBs involves several steps, including design and layout, fabrication of the board itself, application of the copper layer, etching or milling of the traces, drilling of holes for components and vias, and finally, assembly of components onto the board through soldering or other methods.
PCBs are essential in a wide range of electronic devices, from simple consumer electronics like calculators and remote controls to complex systems like computers, smartphones, and medical equipment. Their compact design, reliability, and scalability make them indispensable in the world of modern electronics, enabling the creation of increasingly sophisticated and efficient electronic devices.
Presentation slides for "Revenue Resilience in a Changing Industry: Water & Sewer Utility Needs," presented by Mary Tiger at Winter 2014 NCLGBA Conference on December 11, 2014.
Engineering & Construction 4.0 – A Digital pathway to a more profitable futureLaurianneSchillesDur
The Engineering & Construction industry is under increasing pressure from the clients leading to significant transfer of scope and risk coupled with intense cost pressure
In response, the E&C players have thus far adopted the traditional measures e.g. M&A to expand scope and standardization to better control costs.
n this paper we outline how a holistic and integrated Digital landscape unifies both the Off-site and on-site activities enabling true seamless collaboration and illustrate proven use cases which could aid E&C players in their Digital journey
CSCMP 2014: Using S&OP to Improve Enterprise ResiliencyAlyssaVallie
The supply chain is an increasing complex system. Leaders use Sales and Operations Planning to drive data-driven business discussions while laggards catch orders and manage transactions. Learn successful S&OP strategies to improve enterprise resiliency and how this creates a tight and reliable pattern of delivering costs while managing inventory cycles.
Experience in Developing EE projects in Building Sector - investment opportun...OECD Environment
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
1. PROCESS STUDY OF DEMAND & SUPPLY PLANNING AND
DEMAND MANAGEMENT OF AN INTEGRATED POWER UTILITY
DISTRIBUTION FUNCTION
PROJECTS, OPERATIONS & MAINTENANCE PERSPECTIVE
Submitted to:
Adeel Ali Shah, Syed
(In-charge Supply Chain Capstone I)
Prepared by:
Zain Farooq, Muhammad [17601]
Zakir Ali Rizwe, Sayyed [19131]
Azeem, Osama [20211]
2. CAPSTONE I PROJECT: PRESENTATION ITINERARY
Introduction
to K-Electric &
Distribution
Function
Introduction
to KE Team &
Project Site
Visit
Demand &
Supply
Planning
Process
Material &
Operational
Planning
Demand
Management
Activities Vs.
Global Supply
Chain Forum
Activities
Areas for
Improvement
Key
Suggestions -
Demand &
Supply
Planning
3. K-ELECTRIC LIMITED
K-Electric, the only ‘Vertically Integrated’ Power Utility of Pakistan
Incorporated as Karachi Electric Supply Corporation under Indian Companies
Act in the year 1913
Registration in the year 1953 as Karachi Electric Supply Corporation
Change of name (after privatization in the year 2005) as Karachi Electric
Supply Company Limited in the year 2008
Rebranding, from KESC to K-Electric Limited in the year 2014
4. K-ELECTRIC – SERVICES & ACHIEVEMENTS
Electrifying Karachi, the ‘City of Lights’, housing 22 Million+ inhabitants
across 6,500 square-km across Karachi, DHABEJI & GHARO in Sindh and
Hub, UTHAL, VENDAR & BELA in Baluchistan
Employ 11,000 resources & approximately 5,000 OSPs
Key Achievements:
1,057MW added in Generation & improved generation fleet efficiency
from 30.1% to 37.4%
Servicing 1,253.1 km extra-high-tension (EHT) & 27,000 km low-tension
(LT) network circuits
Curbing electricity theft through marketing campaigns, LEA support and
installation of aerial-bundle-cable and introduced performance based
load-shed regime, today 61% of Karachi is load-shed exempted
Hold corporate accolades for reporting standards, CSR initiatives, best
employer to name a few. Complete SAP shop, state of the art technology
infrastructure & a SCADA/ DCS driven utility operations.
Vibrant social media presence
5. POWER UTILITY – ROLE OF SUPPLY CHAIN
Power Utility Conventional Supply Chain
meeting electricity supply in response to
customer demand
Specialized areas; managed by engineers running
generation & load-dispatch
Challenge: consistent fuel-supply, competition &
compliance to the regulator
Utility - Project and O&M Supply Chain
supply chain connecting business capital to utility
project O&M requirements
Demand & supply meet the following requirements:
Preventive & corrective maintenance inventories
NEPRA compliance (project-based)
Efficiency gain initiatives: Project based inventory
Service expansion; increasing customer foot-print
7. DISTRIBUTION – PROJECTS AND O&M: SUPPLY CHAIN
Central Store
KDA Grid
Location
BALDIA – Scrap
Yard
FB Area Block
LANDHI – Cable
Yard
Distribution Stores (26)
1. Material Replenishment
2. Maintain safety stock
3. Inventory receipts for
requirement fulfilment
Region-1
New
Connection
Region-4
Region-3
Region-2
Integrated Business Centers,
New Connection & Special
Projects [Customers]
1. Complaints
2. Projects
3. Improvement
4. New connections
KE Fleet Operations [engaged & own gangs, scheduling, planning & service delivery]
At disposal of regional offices, IBCs & Project offices site consumption & inter-facility logistics [CLSC]
Vendor Delivery
Distribution [regional PMO office, IBCs, New Connection & DSNP Office]
Supported by PQC vendors, EPC & Project teams
Supply Chain [Inventory Management & Distribution Stores]
Supported by Finance, Fleet Operations, Network Workshop & IT
Karachi GEO
space
8. GLOBAL SUPPLY CHAIN FORUM [SCM PROCESSES] VS. IMPLEMENTATION AT KE
Customer
Relationship
Management
&
Customer Services
Order
Management
Return
Management
Supplier
Relationship
Management
Distribution Special Projects & Material
Management engage departmental
requirement, called herein as
‘customers’. These include regional
offices, IBCs, EPC, SIP, NC
User departments & hierarchies,
Finance & Material Management
department aggregate and rationalize
customer demand (order) fulfilment
Responsibility of Procurement.
Vendor master, performance of the
supplier
Maintain supplier coordination,
internal movements, scrap transfers, &
un‐consumed material
11. DEMAND PLANNING – IMPROVEMENT AREAS
Limit ‘traceability’
demand vs. supply vs. consumption
Customer
‘unconstrained
demand’
Strategic direction or a
Planning horizon
(3‐5 years)
Demand
movement
on EXCEL
‘Individual focused’,
demand rationalization
processes
Process does not
involve Supply Chain
till demand finalization
15. BUDGETARY CONSUMPTION AND MATERIAL & OPERATIONAL PLANNING
Material & Operational
Planning (M&OP)
forum
Attended by Supply
Chain, Material
Management &
Business Finance
departmental heads on
a monthly basis
Discuss supply position,
fluctuation in demand,
issuance (consumption)
for a plan vs. actual
basis and take
necessary actions
16. AREAS OF IMPROVEMENT
Improve field survey &
planning to optimize
working BoM
Consistency
in demand decisions
Role of
treasury
& finance
Involved role of
Procurement & IM
function
Budget monitoring
driven on material
purchased vs. BoM
issuance
financial impact of delayed supply &
consumption
Inventory & lead‐time to
consumption
17. INTERNATIONAL JOURNAL OF LOGISTIC MANAGEMENT
DEMAND MANAGEMENT STRATEGIC & OPERATIONAL ACTIVITIES IMPLEMENTATION AT KE
StrategicActivities
OperationalActivities
The activity does not exist in KE
Activity is either done differently at KE Or the requirement is only true for FMCGs
Activity exist but no details on interfacing/connecting input and outputs
Activity performed at KE
18. SUPPLY CHAIN FEATURES
Cost Containment
THE NEW AGENDA
SUPPLY CHAIN SHIFT
Explore options to manage
costs by working proactively
with suppliers to identify
alternative products and
services that
could satisfy functional needs,
perhaps at a lower cost.
Supply Assurance
Integrated view of
Future Demand
Manage Supply Assurance
Risk management
Imperative to undertake different
sources of risk & potential impact on
major projects, maintenance and
support routines delivering customer
services.
Noted that user, finance, SC (Inventory
& Procurement) and Distribution do
not have an integrated view. Courtesy
to the limited insight developed, the
reason is the departmental fabric and
way IT solutions have been designed to
deliver.
SCM professionals should have an
insight to current as well as future
demand & supply of their direct
suppliers’ industry sectors, and a similar
view for the key inputs on which the
suppliers rely, such as steel and craft
labor (Edward H. Frazelle, 2016).
19. CAPSTONE PROJECT I: KEY SUGGESTIONS
Demand
Visibility
[3-5 years
Planning
Horizon]
Constraint
or
Surveyed
Demand
[DRONE]
Establish
Project
economic
value add
(EVA)
Demand
Accountability
[at the User
level]
Flexible
BoM
[Survey]
Demand
Monitoring &
Traceability till
Consumption
[Support: SAP
IBP]
Inventory
Location &
Movement
[CN/DN GIS
tracking]
Explore
New
Agenda
Supply
Chain