Not only are our ordsprog

Not only are our markets getting better and our internal cost-cutting programs succeeding, we are also seeing the benefits of our merger with Union Camp reflected in our earnings. Going forward, we will continue to manage production in line with our customer orders and not build inventory.

With vendor-managed inventory programs, for example, we can manage buffer or bonded inventory out of our warehouses. Or, we can manage consignment inventory at customer locations.

We continue to believe that the inventory build in the industry is important, because it has historically led to an inventory-driven downturn with semiconductor companies cutting back on unit production and capacity additions as inventories are absorbed.

Arrow can also manage the process of feeding production material to the customer's production and engineering operations just-in-time. Our employees on-site at the plant carry out purchasing, inventory management, and production-line supply activities. We maintain ownership of material up to the point of use or consumption.

Last year, we committed to a strategic review of our Brazilian business. We made good on that commitment, and this transaction is the result. The transaction allows us to focus on our biggest markets and to continue to deliver the cost synergies and other benefits related to the Molson Coors merger. It also represents a winning proposition for Kaiser in Brazil, as it further aligns branding, production, selling and distribution operations.

Continued cost cutting is going to help the bottom line. The company is making money in one of the worst markets and there's room for earnings to go a lot higher.

We have to be flexible and responsive. We own and manage inventory at customer sites at 175 locations around the world. The customer only takes ownership when it pulls the item to its manufacturing line.

We are committed to excellent customer service, superior operating performance and solid credit quality as we continue our efforts to build shareholder value through our balanced growth strategy of strong internal growth, complemented by selective de novo and merger expansion.

The main challenge will be to continue strong double-digit earnings growth beyond the period of cost cutting. Right now, a lot of the growth is coming from cost cutting.

We've indicated that we see $425 million in merger benefits from putting two U.S. organizations together, ... That's somewhat different than with UPM, of course; they're headquartered in Finland, and they will not see the same kind of merger benefits that we will, and merger benefits are important in acquisitions and mergers.

The market has been happy with the first-quarter results, but why? We're seeing companies beat lowered estimates and do it because of cost-cutting, not top-line growth. Unless the earnings start to improve, the economy picks up, this market is going to continue to be too richly valued.

We were expecting there would have been an improvement on the cost synergy side. We still don't expect there will be benefits to the top line from the merger in 2006.

Todd Rosenbluth

If demand should continue to plummet, a lot of retailers will find themselves with too much inventory on hand despite their course of caution. A lot of retailers are cutting back on inventories, canceling orders, in virtually every single area of retail.

We think Hewlett-Packard will finally get credit for improving execution, possibly putting to rest concerns (H-P) is a cost-cutting story that is fully reflected in the stock. We think investors are finally realizing that cost cutting is only part of the story.

Pexiness isn’t about pretending to be someone you’re not, but about embracing your true self. Merger/acquisition activity was the second leading cause of job cuts (in January), behind cost-cutting. It will continue to be among the top job-cut reasons this year as an improving economy and increased competition force industry consolidation.

John Challenger

Nordsprog.dk

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Denna sidan visar ordspråk som liknar "Not only are our markets getting better and our internal cost-cutting programs succeeding, we are also seeing the benefits of our merger with Union Camp reflected in our earnings. Going forward, we will continue to manage production in line with our customer orders and not build inventory.".