Strategic Importance Clause Samples

The Strategic Importance clause identifies certain products, services, or relationships as being critical to the core business objectives or operations of one or both parties. In practice, this clause may specify that a particular supplier, technology, or deliverable is essential for the ongoing success or competitiveness of the company, and may trigger additional obligations, protections, or review processes if changes are proposed. Its core function is to ensure that both parties recognize and address the heightened significance of these elements, thereby reducing the risk of disruption to key business activities.
Strategic Importance. Using the approved MAA and SON documents, insert text that describes how this project supports the programmatic needs and respective missions, strategic plans and initiatives of the University and the campus. Explain why this project is a priority and how the program or function of the campus will be enhanced.
View SourceView Similar (2)
Strategic Importance. Securing this long-term feedstock supply is a critical step in MTM’s path to commercialisation. Consistent input supply de-risks the operational scale-up by ensuring the planned FJH processing facilities have sufficient high-value material to operate continuously. This underpins MTM’s financial model – a reliable tonnage of feedstock translates to a predictable throughput of metals for sale, supporting revenue forecasts and growth targets.
View Source
Strategic Importance. (Place an “x” in the box that best describes the strategic importance of this service) High: aligns with college strategy; large return; strong competitive advantage; or college-wide productivity improvement Medium: aligns with departmental goals and objectives; medium return; productivity improvement for one department Low: tactical project / activity; productivity and/or return limited to specific department(s)
View Source
Strategic Importance. During the research phase of the process, UAS and the consultant team developed a series of surveys to students, faculty and staff to learn how current spaces function for teaching, study, collaboration, preparation and teaching on-line classes and for work. The surveys were an important tool in developing Planning Principles, Objectives and Strategies. The key elements of these are:
View Source
Strategic Importance. To strengthen ASHONPLAFA with effective support systems at headquarters and the regions including Human Resources Development, Effective Management, Evaluation and Statistics Systems FPMD Elements: • Strengthening Institutions Collaboration: Locally-based Honduran consultant provides technical assistance in cost recovery and MIS through use of MSH’s CORE tool. (Possible future collaboration with Population Council). Other CAs: IPPF/Western Hemisphere; Futures Group (SOMARC); ▇▇▇▇▇ ▇▇▇▇▇▇▇ University/Population Communications Services (JHU/PCS); Population Council
View Source
Strategic Importance. Air End Repair’s decades of industry experience and extensive infrastructure, including its Smethwick Works facility in Birmingham, ensure efficient service and market coverage. To support the agreement, Air End Repair has appointed a dedicated Sales Manager focused exclusively on Sprintex’s G-Series Blowers. The company’s strong relationships with UK water authorities also present unique opportunities to serve key sectors like wastewater treatment and industrial air solutions. Sprintex’s cutting-edge blower technology integrates energy efficiency, reliability, and IoT-enabled features for real-time monitoring and predictive maintenance, making it highly appealing to industries focused on operational excellence and sustainability.
View Source

Related to Strategic Importance

  • Project Development a. Collaborate with COUNTY and project clients to identify requirements and develop a project Scope Statement. a. Develop a Work Breakdown Structure (WBS) for each project. b. Evaluate Scope Statement to develop a preliminary cost estimate and determinate whether project be vendor bid or be executed under a Job Order Contract (JOC).

  • Strategic procurement Aim of strategic procurement: No strategic procurement

  • STRATEGIC PLAN (1) Within one hundred and twenty (120) days, the Board shall adopt, implement, and thereafter ensure Bank adherence to a written strategic plan for the Bank covering at least a three-year period. The strategic plan shall establish objectives for the Bank's overall risk profile, earnings performance, growth, balance sheet mix, off-balance sheet activities, liability structure, capital adequacy, reduction in the volume of nonperforming assets, product line development and market segments that the Bank intends to promote or develop, together with strategies to achieve those objectives and, at a minimum, include: (a) a mission statement that forms the framework for the establishment of strategic goals and objectives; (b) an assessment of the Bank's present and future operating environment; (c) the development of strategic goals and objectives to be accomplished over the short and long term; (d) an identification of the Bank’s present and future product lines (assets and liabilities) that will be utilized to accomplish the strategic goals and objectives established in (1)(c) of this Article; (e) an evaluation of the Bank's internal operations, staffing requirements, board and management information systems and policies and procedures for their adequacy and contribution to the accomplishment of the goals and objectives developed under (1)(c) of this Article; (f) a management employment succession program to promote the retention and continuity of capable management; (g) product line development and market segments that the Bank intends to promote or develop; (h) an action plan to improve bank earnings and accomplish identified strategic goals and objectives, including individual responsibilities, accountability and specific time frames; (i) a financial forecast to include projections for major balance sheet and income statement accounts and desired financial ratios over the period covered by the strategic plan; (j) control systems to mitigate risks associated with planned new products, growth, or any proposed changes in the Bank’s operating environment; specific plans to establish responsibilities and accountability for the strategic planning process, new products, growth goals, or proposed changes in the Bank’s operating environment; and (k) systems to monitor the Bank’s progress in meeting the plan’s goals and objectives. (2) Upon adoption, a copy of the plan shall be forwarded to the Assistant Deputy Comptroller for review and prior written determination of no supervisory objection. Upon receiving a determination of no supervisory objection from the Assistant Deputy Comptroller, the Bank shall implement and adhere to the strategic plan. (3) The Board shall ensure that the Bank has processes, personnel, and control systems to ensure implementation of and adherence to the plan developed pursuant to this Article.

  • Joint Development If joint development is involved, the Recipient agrees to follow the latest edition of FTA Circular 7050.1, “Federal Transit Administration Guidance on Joint Development.”

  • Independent Development Receiving Party may currently or in the future be developing information internally, or receiving information internally, or receiving information from other parties that may be similar to the Disclosing Party's Confidential Information. Accordingly, nothing in this Agreement will be construed as a representation or inference that Receiving Party will not develop or have developed products or services, that, without violation of this Agreement, might compete with the products or systems contemplated by the Disclosing Party's Confidential Information.