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Killexams : SAP Fundamentals basics - BingNews Search results Killexams : SAP Fundamentals basics - BingNews Killexams : Most common SAP vulnerabilities attackers try to exploit

Unpatched vulnerabilities, common misconfigurations and hidden flaws in custom code continue to make enterprise SAP applications a target rich environment for attackers at a time when threats like ransomware and credential theft have emerged as major concerns for organizations.

A study that Onapsis conducted last year, in collaboration with SAP, found attackers are continuously targeting vulnerabilities in a wide range of SAP applications including ERP, supply chain management, product life cycle management and customer relationship management.  Active scanning for SAP ports has increased since 2020 among attackers looking to exploit known vulnerabilities, particularly a handful of highly critical CVEs.

The study showed that often attackers have proof-of-concept code for newly disclosed vulnerabilities in as little as 24 hours after initial disclosure. and fully working exploits for them in under three days. Onapsis observed attackers finding and attacking brand new cloud-hosted SAP systems in barely three hours.

Yet, many organizations are continuing to leave SAP applications unpatched or are failing to apply recommended updates for months—and sometimes even years—because of concerns over business disruption and application breakages. A Pathlock sponsored report earlier this year, that was based on a survey of 346 members of the SAPinsider user community, showed 47% of respondents ranking patching as their biggest challenge behind only threat detection.

"With known SAP vulnerabilities totaling 1,143, organizations continue to struggle with prioritizing which of these presents the greatest risk to their specific environment," says Piyush Pandey, CEO of Pathlock. "There must be a shift in mindset to factor in risk levels that allow for immediate mitigations of the most pressing threats," he says.

The security of custom code ranked as the next biggest concern after patching, with 40% identifying it as an issue. The Pathlock survey found many organizations have dozens or even hundreds of SAP systems in place making patching difficult and time consuming, especially because they are trying to avoid disruptions and app breakages.

Copyright © 2022 IDG Communications, Inc.

Fri, 07 Oct 2022 06:02:00 -0500 en text/html
Killexams : Super Absorbent Polymer (SAP) Market Size Related To Time and Cost Is Expected To Grow the Industry in Upcoming Years to 2028

The MarketWatch News Department was not involved in the creation of this content.

Oct 17, 2022 (The Expresswire) -- [92 Report Pages] Super Absorbent Polymer (SAP) Market Analysis 2022 (Pre and Post Covid is covered and Report Customization is available) | by Product Type (Sodium Polyacrylate, Polyacrylate/Polyacrylamide Copolymer, Others), Application Type (Disposable Diapers, Adult Incontinence, Feminine Hygiene, Agriculture Products, Others), Business scope, Outlook and major players.

The report covers an in-depth analysis of the market composition along with a forecast of the various component and sub-segments of the Super Absorbent Polymer (SAP) Market. It offers a comprehensively examination of the factors influencing market growth, industry drivers, market size; historical and forecast revenue of market segments and sub-segments in relation to regional markets and their countries; strategic profiling of market key players Furthermore, the client wanted to understand the competitive landscape in order to succeed entry strategies. Some of the Major Companies covered in this Research are Nippon Shokubhai, BASF, Evonik Industries, Sumitomo Seika, LG Chemical, Sanyo Chemical, Formosa Plastics Corporation, Danson Technology, Quanzhou BLD Science Technology, Shandong Nuoer Bio-Tech, Zhejiang Satellite Petro-chemical, Weilong Polymer Material, Demi

At last, all parts of the Super Absorbent Polymer (SAP) Market are quantitatively also subjectively valued to think about the Global just as regional market equally. This market study presents basic data and true figures about the market giving a deep analysis of this market based on market trends, market drivers, constraints and its future prospects. The report supplies the worldwide monetary challenge with the help of Porter’s Five Forces Analysis and SWOT Analysis.

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Super-absorbent polymer (SAP) is a granular material with exceptional ability to absorb aqueous solutions and is widely used in hygiene products such as diapers and feminine hygiene products. In addition, SAP finds use in agriculture, construction, entertainment and personal care.

Market Analysis and Insights: Global Super Absorbent Polymer (SAP) Market

Due to the COVID-19 pandemic, the global Super Absorbent Polymer (SAP) market size is estimated to be worth USD 13220 million in 2022 and is forecast to a readjusted size of USD 17820 million by 2028 with a CAGR of 5.1% during the forecast period 2022-2028. Fully considering the economic change by this health crisis, Sodium Polyacrylate accounting for % of the Super Absorbent Polymer (SAP) global market in 2021, is projected to value USD million by 2028, growing at a revised % CAGR from 2022 to 2028. While Disposable Diapers segment is altered to an % CAGR throughout this forecast period.

At present, the major manufacturers of Super Absorbent Polymer are Nippon Shokubhai, BASF, Evonik Industries, Sumitomo Seika, LG Chemical and Sanyo Chemical. Nippon Shokubhai is the world leader.

Asia is the world's largest market for baby disposable diapers, especially China, accounting for 19% of global demand.

Global Super Absorbent Polymer (SAP) Market: Drivers and Restrains

The research report has incorporated the analysis of different factors that augment the market’s growth. It constitutes trends, restraints, and drivers that transform the market in either a positive or negative manner. This section also provides the scope of different segments and applications that can potentially influence the market in the future. The detailed information is based on current trends and historic milestones. This section also provides an analysis of the volume of production about the global market and about each type from 2017 to 2028. This section mentions the volume of production by region from 2017 to 2028. Pricing analysis is included in the report according to each type from the year 2017 to 2028, manufacturer from 2017 to 2022, region from 2017 to 2022, and global price from 2017 to 2028.

A thorough evaluation of the restrains included in the report portrays the contrast to drivers and gives room for strategic planning. Factors that overshadow the market growth are pivotal as they can be understood to devise different bends for getting hold of the lucrative opportunities that are present in the ever-growing market. Additionally, insights into market expert’s opinions have been taken to understand the market better.

Global Super Absorbent Polymer (SAP) Market: Segment Analysis

The research report includes specific segments by region (country), by manufacturers, by Type and by Application. Each type provides information about the production during the forecast period of 2017 to 2028. by Application segment also provides consumption during the forecast period of 2017 to 2028. Understanding the segments helps in identifying the importance of different factors that aid the market growth.

On the basis of report- segments and sub-segment of the market are highlighted below:

Market by Application/End-Use:

● Disposable Diapers ● Adult Incontinence ● Feminine Hygiene ● Agriculture Products ● Others

Market by Type:

● Sodium Polyacrylate ● Polyacrylate/Polyacrylamide Copolymer ● Others

Market by Key Players:

● Nippon Shokubhai ● BASF ● Evonik Industries ● Sumitomo Seika ● LG Chemical ● Sanyo Chemical ● Formosa Plastics Corporation ● Danson Technology ● Quanzhou BLD Science Technology ● Shandong Nuoer Bio-Tech ● Zhejiang Satellite Petro-chemical ● Weilong Polymer Material ● Demi

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In order to better understand Market condition five forces analysis is conducted that includes Bargaining power of buyers, Bargaining power of suppliers, Threat of new entrants, Threat of substitutes, Threat of rivalry.

-Political (Political policy and stability as well as trade, fiscal and taxation policies) -Economical (Interest rates, employment or unemployment rates, raw material costs and foreign exchange rates) -Social (Changing family demographics, education levels, cultural trends, attitude changes and changes in lifestyles) -Technological (Changes in digital or mobile technology, automation, research and development) -Legal (Employment legislation, consumer law, health and safety, international as well as trade regulation and restrictions) -Environmental (Climate, recycling procedures, carbon footprint, waste disposal and sustainability)

This Super Absorbent Polymer (SAP) Market Research/Analysis Report Contains Answers to your following Questions:

1. Which Manufacturing Technology is used for Super Absorbent Polymer (SAP)? What Developments Are Going On in That Technology? Which Trends Are Causing These Developments? 2. Who Are the Global Key Players in This Super Absorbent Polymer (SAP) Market? What are Their Company Profile, Their Product Information, and Contact Information? 3. What Was Global Market Status of Super Absorbent Polymer (SAP) Market? What Was Capacity, Production Value, Cost and PROFIT of Super Absorbent Polymer (SAP) Market? 4. What Is Current Market Status of Super Absorbent Polymer (SAP) Industry? What’s Market Competition in This Industry, Both Company, and Country Wise? What’s Market Analysis of Super Absorbent Polymer (SAP) Market by Taking Applications and Types in Consideration? 5. What Are Projections of Global Super Absorbent Polymer (SAP) Industry Considering Capacity, Production and Production Value? What Will Be the Estimation of Cost and Profit? What Will Be Market Share, Supply and Consumption? What about Import and Export? 6. What Is Super Absorbent Polymer (SAP) Market Chain Analysis by Upstream Raw Materials and Downstream Industry? 7. What Is Economic Impact On Super Absorbent Polymer (SAP) Industry? What are Global Macroeconomic Environment Analysis Results? What Are Global Macroeconomic Environment Development Trends?8. What Are Market Dynamics of Super Absorbent Polymer (SAP) Market? What Are Challenges and Opportunities? 9. What Should Be Entry Strategies, Countermeasures to Economic Impact, and Marketing Channels for Super Absorbent Polymer (SAP) Industry?

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Detailed TOC of Global Super Absorbent Polymer (SAP) Market Report 2022:

1 Super Absorbent Polymer (SAP) Market Overview
1.1 Product Overview and Scope of Super Absorbent Polymer (SAP)
1.2 Super Absorbent Polymer (SAP) Segment by Type
1.2.1 Global Super Absorbent Polymer (SAP) Market Size Growth Rate Analysis by Type 2022 VS 2028
1.2.2 Sodium Polyacrylate
1.2.3 Polyacrylate/Polyacrylamide Copolymer
1.2.4 Others
1.3 Super Absorbent Polymer (SAP) Segment by Application
1.3.1 Global Super Absorbent Polymer (SAP) Consumption Comparison by Application: 2022 VS 2028
1.3.2 Disposable Diapers
1.3.3 Adult Incontinence
1.3.4 Feminine Hygiene
1.3.5 Agriculture Products
1.3.6 Others
1.4 Global Market Growth Prospects
1.4.1 Global Super Absorbent Polymer (SAP) Revenue Estimates and Forecasts (2017-2028)
1.4.2 Global Super Absorbent Polymer (SAP) Production Capacity Estimates and Forecasts (2017-2028)
1.4.3 Global Super Absorbent Polymer (SAP) Production Estimates and Forecasts (2017-2028)
1.5 Global Market Size by Region
1.5.1 Global Super Absorbent Polymer (SAP) Market Size Estimates and Forecasts by Region: 2017 VS 2021 VS 2028
1.5.2 North America Super Absorbent Polymer (SAP) Estimates and Forecasts (2017-2028)
1.5.3 Europe Super Absorbent Polymer (SAP) Estimates and Forecasts (2017-2028)
1.5.4 China Super Absorbent Polymer (SAP) Estimates and Forecasts (2017-2028)
1.5.5 Japan Super Absorbent Polymer (SAP) Estimates and Forecasts (2017-2028)
2 Market Competition by Manufacturers
2.1 Global Super Absorbent Polymer (SAP) Production Capacity Market Share by Manufacturers (2017-2022)
2.2 Global Super Absorbent Polymer (SAP) Revenue Market Share by Manufacturers (2017-2022)
2.3 Super Absorbent Polymer (SAP) Market Share by Company Type (Tier 1, Tier 2 and Tier 3)
2.4 Global Super Absorbent Polymer (SAP) Average Price by Manufacturers (2017-2022)
2.5 Manufacturers Super Absorbent Polymer (SAP) Production Sites, Area Served, Product Types
2.6 Super Absorbent Polymer (SAP) Market Competitive Situation and Trends
2.6.1 Super Absorbent Polymer (SAP) Market Concentration Rate
2.6.2 Global 5 and 10 Largest Super Absorbent Polymer (SAP) Players Market Share by Revenue
2.6.3 Mergers and Acquisitions, Expansion
3 Production Capacity by Region
3.1 Global Production Capacity of Super Absorbent Polymer (SAP) Market Share by Region (2017-2022)
3.2 Global Super Absorbent Polymer (SAP) Revenue Market Share by Region (2017-2022)
3.3 Global Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
3.4 North America Super Absorbent Polymer (SAP) Production
3.4.1 North America Super Absorbent Polymer (SAP) Production Growth Rate (2017-2022)
3.4.2 North America Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
3.5 Europe Super Absorbent Polymer (SAP) Production
3.5.1 Europe Super Absorbent Polymer (SAP) Production Growth Rate (2017-2022)
3.5.2 Europe Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
3.6 China Super Absorbent Polymer (SAP) Production
3.6.1 China Super Absorbent Polymer (SAP) Production Growth Rate (2017-2022)
3.6.2 China Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
3.7 Japan Super Absorbent Polymer (SAP) Production
3.7.1 Japan Super Absorbent Polymer (SAP) Production Growth Rate (2017-2022)
3.7.2 Japan Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
4 Global Super Absorbent Polymer (SAP) Consumption by Region
4.1 Global Super Absorbent Polymer (SAP) Consumption by Region
4.1.1 Global Super Absorbent Polymer (SAP) Consumption by Region
4.1.2 Global Super Absorbent Polymer (SAP) Consumption Market Share by Region
4.2 North America
4.2.1 North America Super Absorbent Polymer (SAP) Consumption by Country
4.2.2 U.S.
4.2.3 Canada
4.3 Europe
4.3.1 Europe Super Absorbent Polymer (SAP) Consumption by Country
4.3.2 Germany
4.3.3 France
4.3.4 U.K.
4.3.5 Italy
4.3.6 Russia
4.4 Asia Pacific
4.4.1 Asia Pacific Super Absorbent Polymer (SAP) Consumption by Region
4.4.2 China
4.4.3 Japan
4.4.4 South Korea
4.4.5 China Taiwan
4.4.6 Southeast Asia
4.4.7 India
4.4.8 Australia
4.5 Latin America
4.5.1 Latin America Super Absorbent Polymer (SAP) Consumption by Country
4.5.2 Mexico
4.5.3 Brazil
5 Segment by Type
5.1 Global Super Absorbent Polymer (SAP) Production Market Share by Type (2017-2022)
5.2 Global Super Absorbent Polymer (SAP) Revenue Market Share by Type (2017-2022)
5.3 Global Super Absorbent Polymer (SAP) Price by Type (2017-2022)
6 Segment by Application
6.1 Global Super Absorbent Polymer (SAP) Production Market Share by Application (2017-2022)
6.2 Global Super Absorbent Polymer (SAP) Revenue Market Share by Application (2017-2022)
6.3 Global Super Absorbent Polymer (SAP) Price by Application (2017-2022)
7 Key Companies Profiled
7.1 Nippon Shokubhai
7.1.1 Nippon Shokubhai Super Absorbent Polymer (SAP) Corporation Information
7.1.2 Nippon Shokubhai Super Absorbent Polymer (SAP) Product Portfolio
7.1.3 Nippon Shokubhai Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.1.4 Nippon Shokubhai Main Business and Markets Served
7.1.5 Nippon Shokubhai recent Developments/Updates
7.2 BASF
7.2.1 BASF Super Absorbent Polymer (SAP) Corporation Information
7.2.2 BASF Super Absorbent Polymer (SAP) Product Portfolio
7.2.3 BASF Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.2.4 BASF Main Business and Markets Served
7.2.5 BASF recent Developments/Updates
7.3 Evonik Industries
7.3.1 Evonik Industries Super Absorbent Polymer (SAP) Corporation Information
7.3.2 Evonik Industries Super Absorbent Polymer (SAP) Product Portfolio
7.3.3 Evonik Industries Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.3.4 Evonik Industries Main Business and Markets Served
7.3.5 Evonik Industries recent Developments/Updates
7.4 Sumitomo Seika
7.4.1 Sumitomo Seika Super Absorbent Polymer (SAP) Corporation Information
7.4.2 Sumitomo Seika Super Absorbent Polymer (SAP) Product Portfolio
7.4.3 Sumitomo Seika Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.4.4 Sumitomo Seika Main Business and Markets Served
7.4.5 Sumitomo Seika recent Developments/Updates
7.5 LG Chemical
7.5.1 LG Chemical Super Absorbent Polymer (SAP) Corporation Information
7.5.2 LG Chemical Super Absorbent Polymer (SAP) Product Portfolio
7.5.3 LG Chemical Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.5.4 LG Chemical Main Business and Markets Served
7.5.5 LG Chemical recent Developments/Updates
7.6 Sanyo Chemical
7.6.1 Sanyo Chemical Super Absorbent Polymer (SAP) Corporation Information
7.6.2 Sanyo Chemical Super Absorbent Polymer (SAP) Product Portfolio
7.6.3 Sanyo Chemical Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.6.4 Sanyo Chemical Main Business and Markets Served
7.6.5 Sanyo Chemical recent Developments/Updates
7.7 Formosa Plastics Corporation
7.7.1 Formosa Plastics Corporation Super Absorbent Polymer (SAP) Corporation Information
7.7.2 Formosa Plastics Corporation Super Absorbent Polymer (SAP) Product Portfolio
7.7.3 Formosa Plastics Corporation Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.7.4 Formosa Plastics Corporation Main Business and Markets Served
7.7.5 Formosa Plastics Corporation recent Developments/Updates
7.8 Danson Technology
7.8.1 Danson Technology Super Absorbent Polymer (SAP) Corporation Information
7.8.2 Danson Technology Super Absorbent Polymer (SAP) Product Portfolio
7.8.3 Danson Technology Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.8.4 Danson Technology Main Business and Markets Served
7.7.5 Danson Technology recent Developments/Updates
7.9 Quanzhou BLD Science Technology
7.9.1 Quanzhou BLD Science Technology Super Absorbent Polymer (SAP) Corporation Information
7.9.2 Quanzhou BLD Science Technology Super Absorbent Polymer (SAP) Product Portfolio
7.9.3 Quanzhou BLD Science Technology Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.9.4 Quanzhou BLD Science Technology Main Business and Markets Served
7.9.5 Quanzhou BLD Science Technology recent Developments/Updates
7.10 Shandong Nuoer Bio-Tech
7.10.1 Shandong Nuoer Bio-Tech Super Absorbent Polymer (SAP) Corporation Information
7.10.2 Shandong Nuoer Bio-Tech Super Absorbent Polymer (SAP) Product Portfolio
7.10.3 Shandong Nuoer Bio-Tech Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.10.4 Shandong Nuoer Bio-Tech Main Business and Markets Served
7.10.5 Shandong Nuoer Bio-Tech recent Developments/Updates
7.11 Zhejiang Satellite Petro-chemical
7.11.1 Zhejiang Satellite Petro-chemical Super Absorbent Polymer (SAP) Corporation Information
7.11.2 Zhejiang Satellite Petro-chemical Super Absorbent Polymer (SAP) Product Portfolio
7.11.3 Zhejiang Satellite Petro-chemical Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.11.4 Zhejiang Satellite Petro-chemical Main Business and Markets Served
7.11.5 Zhejiang Satellite Petro-chemical recent Developments/Updates
7.12 Weilong Polymer Material
7.12.1 Weilong Polymer Material Super Absorbent Polymer (SAP) Corporation Information
7.12.2 Weilong Polymer Material Super Absorbent Polymer (SAP) Product Portfolio
7.12.3 Weilong Polymer Material Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.12.4 Weilong Polymer Material Main Business and Markets Served
7.12.5 Weilong Polymer Material recent Developments/Updates
7.13 Demi
7.13.1 Demi Super Absorbent Polymer (SAP) Corporation Information
7.13.2 Demi Super Absorbent Polymer (SAP) Product Portfolio
7.13.3 Demi Super Absorbent Polymer (SAP) Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.13.4 Demi Main Business and Markets Served
7.13.5 Demi recent Developments/Updates
8 Super Absorbent Polymer (SAP) Manufacturing Cost Analysis
8.1 Super Absorbent Polymer (SAP) Key Raw Materials Analysis
8.1.1 Key Raw Materials
8.1.2 Key Suppliers of Raw Materials
8.2 Proportion of Manufacturing Cost Structure
8.3 Manufacturing Process Analysis of Super Absorbent Polymer (SAP)
8.4 Super Absorbent Polymer (SAP) Industrial Chain Analysis
9 Marketing Channel, Distributors and Customers
9.1 Marketing Channel
9.2 Super Absorbent Polymer (SAP) Distributors List
9.3 Super Absorbent Polymer (SAP) Customers
10 Market Dynamics
10.1 Super Absorbent Polymer (SAP) Industry Trends
10.2 Super Absorbent Polymer (SAP) Market Drivers
10.3 Super Absorbent Polymer (SAP) Market Challenges
10.4 Super Absorbent Polymer (SAP) Market Restraints
11 Production and Supply Forecast
11.1 Global Forecasted Production of Super Absorbent Polymer (SAP) by Region (2023-2028)
11.2 North America Super Absorbent Polymer (SAP) Production, Revenue Forecast (2023-2028)
11.3 Europe Super Absorbent Polymer (SAP) Production, Revenue Forecast (2023-2028)
11.4 China Super Absorbent Polymer (SAP) Production, Revenue Forecast (2023-2028)
11.5 Japan Super Absorbent Polymer (SAP) Production, Revenue Forecast (2023-2028)
12 Consumption and Demand Forecast
12.1 Global Forecasted Demand Analysis of Super Absorbent Polymer (SAP)
12.2 North America Forecasted Consumption of Super Absorbent Polymer (SAP) by Country
12.3 Europe Market Forecasted Consumption of Super Absorbent Polymer (SAP) by Country
12.4 Asia Pacific Market Forecasted Consumption of Super Absorbent Polymer (SAP) by Region
12.5 Latin America Forecasted Consumption of Super Absorbent Polymer (SAP) by Country
13 Forecast by Type and by Application (2023-2028)
13.1 Global Production, Revenue and Price Forecast by Type (2023-2028)
13.1.1 Global Forecasted Production of Super Absorbent Polymer (SAP) by Type (2023-2028)
13.1.2 Global Forecasted Revenue of Super Absorbent Polymer (SAP) by Type (2023-2028)
13.1.3 Global Forecasted Price of Super Absorbent Polymer (SAP) by Type (2023-2028)
13.2 Global Forecasted Consumption of Super Absorbent Polymer (SAP) by Application (2023-2028)
13.2.1 Global Forecasted Production of Super Absorbent Polymer (SAP) by Application (2023-2028)
13.2.2 Global Forecasted Revenue of Super Absorbent Polymer (SAP) by Application (2023-2028)
13.2.3 Global Forecasted Price of Super Absorbent Polymer (SAP) by Application (2023-2028)
14 Research Finding and Conclusion
15 Methodology and Data Source
15.1 Methodology/Research Approach
15.1.1 Research Programs/Design
15.1.2 Market Size Estimation
15.1.3 Market Breakdown and Data Triangulation
15.2 Data Source
15.2.1 Secondary Sources
15.2.2 Primary Sources
15.3 Author List
15.4 Disclaimer

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Killexams : Grounded: How To Open The Oak Tree Lab No result found, try new keyword!One of the first full labs, you'll come across is the Oak Tree Lab. Field research stations may have been encountered en masse by now, but this should be an early lab. In fact, it should be the first ... Wed, 12 Oct 2022 12:13:00 -0500 Killexams : 8 ERP System Examples

1. Microsoft Dynamics 365

Microsoft’s suite of Dynamics 365 software offers a variety of ERP options geared toward a broad range of business areas. The software is notable for its use of AI to provide insight into optimizing business operations. Microsoft bills its ERP systems as an excellent option for businesses that currently lack modern ERP software and still need to “break down” a siloed approach.

Dynamics 365 integrates seamlessly with LinkedIn Sales Navigator, a major plus for businesses already accustomed to this service, as they can continue using it without the need to implement a separate ERP tool. As part of its Dynamics line, Microsoft also offers CRM software that effortlessly integrates with its broader ERP systems. These features make Dynamics 365 a worthy consideration for businesses that interact heavily with customers and place a high value on solidifying customer relationships.


This ERP system is a popular choice for the manufacturing industry, as it’s noted particularly for its warehouse and inventory management capabilities. It’s well suited for the heavy demands of working with lots of other automated systems in production areas. SYSPRO boasts decades of industry experience, significant international reach and a 98% customer retention rate.

SYSPRO ERP stands out with a couple of interesting features: one is its “smart manufacturing” program, which relies on web-connected “smart platforms” that enhance software automation specifically in a factory setting. Another is its use of bots, or what it apparently unironically calls “digital citizens,” to help automate a company’s systems with minimal disruption to existing work patterns.

3. Odoo

Businesses of any size that deal heavily in sales and customer interactions might want to consider Odoo. Similar to Microsoft’s Dynamic 365 systems, Odoo offers a built-in CRM system, meaning its customers can look no further for third-party CRM software once using Odoo. The system also features POS and e-commerce tools that translate to effortless software integrations for retailers and vendors.

Odoo’s software relies on an open source model, affording its suite of applications a high degree of compatibility and ensuring easy integrations. This means developments from third-party sources can always reach their maximum potential within the Odoo environment.

4. Oracle NetSuite ERP

This industry-leading ERP system bills itself as the world’s “most trusted” cloud-based ERP software. NetSuite may be able to claim the title of the most deployed cloud ERP solution with over 32,000 companies as customers. NetSuite has built up as much direct experience with cloud-based ERP software as any developer out there, with roots in some of the earliest examples of cloud applications and ERP systems.

Now owned by Oracle, the company has retained its industry leader status and solidified its popularity through generalization. Its software products satisfy virtually every ERP need for companies in all sorts of industries. NetSuite ERP uses the model of a basic, core platform (covered by an annual licensing fee) with optional add-on modules. While the suite as a whole aims to provide an all-in-one solution, the à la carte options mean users are still paying only for the tools they need.

5. Brahmin Solutions

ERP software from Brahmin Solutions excels at large-scale, real-time inventory management, making it a worthwhile consideration for bigger retailers, wholesalers and distributors. Users rely on its ability to gracefully integrate the management of a distribution system with multiple sales channels and warehouses.

Brahmin Solutions is notable for integrating an expiration date tracking function designed for businesses handling perishable goods and other time-sensitive materials. This not only lets users track impending deadlines but also provides support for strategizing when to move what for maximum profit. The software is also noted for its thoughtful and comprehensive reporting systems.

6. SAP Business ByDesign

This cloud-based ERP system from SAP SE is designed with small to medium-sized companies and subsidiary businesses in mind. Business ByDesign’s popularity in this area is backed up by the fact that it’s deployed in nearly 150 countries. As a result, it’s grown to incorporate 11 other languages beyond English, making it a fitting choice for companies with international operations.

SAP’s Business ByDesign software does it all, with tools in areas as varied as grant management, supplier relationship management and executive support. A set of “prepackaged integrations” makes third-party applications exceptionally easy to build in.

7. Acumatica Cloud ERP

Acumatica’s Cloud ERP software brings an accounting-focused ERP solution to companies in search of powerful finance management tools. While it offers solutions for a variety of ERP needs, it’s particularly strong in its general ledger accounting and inventory management functions.

Along with a number of the examples listed here, the product is a software-as-a-service application licensed on a subscription basis and can be deployed both on-premises or via the cloud. The company’s unusual pricing structure makes estimating the applicable licensing costs more difficult than is the case with many of its peers.

8. Epicor ERP Systems

Epicor scraps the one-size-fits-all theory for EPR solutions, eschewing the popular model that builds optional add-ons atop a single generic base system. Instead, the company has a menu of distinct, hyper-specific ERP systems that each offer a tailor-fit solution to the ERP needs of a single industry. The company makes a point of addressing the needs of small, midsized and global businesses alike.

Examples of Epicor’s industry-tailored offerings include Epicor BisTrack for building materials businesses, Epicor Eagle for independent retailers, Epicor Kinetic for manufacturers and Epicor Eclipse for electrical, HVAC, plumbing and PVF businesses. Also offered are the aptly named Epicor LumberTrack, Epicor CMS Automotive and Epicor Decor Fusion (for paint and decor retailers), among other options.

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Thu, 06 Oct 2022 04:00:00 -0500 Chauncey Crail en-US text/html
Killexams : Major companies race to buy back stocks ahead of new corporate tax

Major corporations are scrambling to repurchase their own shares before a new tax on stock buybacks passed as part of Democrats’ major spending bill over the summer goes into effect, an effort that may sap one of the bill’s main sources of revenue.

Stock buybacks occur when a company buys its own shares, taking them out of the marketplace, which increases the value of the earnings-per-share and makes each outstanding share worth more money.

Buybacks were illegal until 1982 and have long been blasted by critics as a legal form of market manipulation and a way for executives to pay themselves more.

“I hate stock buybacks,” Senate Majority Leader Charles Schumer (D-N.Y.) said in August upon striking a deal with Sen. Joe Manchin (D-W Va.) that would become the Inflation Reduction Act (IRA). The IRA, signed into law by President Biden, enacted the 1-percent buyback tax after an initial proposal to tax the personal income of hedge fund managers was blocked by Sen. Kyrsten Sinema (D-Ariz.).

“I think [buybacks] are one of the most self-serving things that corporate America does,” Schumer said. “Instead of investing in workers and in training and in research and in equipment, they simply – they don’t do a thing to make their company better, and they artificially raise the stock price by just reducing the number of shares. They’re despicable. I’d like to abolish them.”

Major U.S. corporations, including T-Mobile US Inc., Johnson & Johnson and Comcast announced new buyback initiatives in September ahead of the Dec. 31 effective date of the IRA’s new tax.

T-Mobile’s board authorized a repurchase program for $14 billion of the company’s common stock on Sept. 8 that would extend through 2023.

“Repurchases are expected to be made from available cash on hand and proceeds of one or more debt issuances,” the company said in a Securities and Exchange Commission (SEC) filing, indicating that it may borrow money in order to buy back the stocks if it can find a favorable rate.

Comcast also announced in mid-September that its board “increased its share repurchase program authorization to a total of $20.0 billion, effective as of September 13, 2022.” Comcast has already repurchased $9.0 billion of its Class A common stock this year, and SEC filings show that it’s been ramping up its buybacks relative to last year.

“For the six months ended June 30, 2022, Comcast paid dividends totaling $2.4 billion and repurchased 133.4 million of its common shares for $6.0 billion, resulting in a total return of capital to shareholders of $8.4 billion, compared to $2.7 billion in 2021,” Comcast’s second quarter earnings report says.

Johnson & Johnson announced its own $5 billion stock buyback initiative in September.

“With continued confidence in our business and pipeline, the Board of Directors and management team believe that company shares are an attractive investment opportunity,” Joaquin Duato, Johnson & Johnson CEO, said in a statement last month.

Companies have also been hiring investment banks to expedite their buybacks ahead of the new IRA tax in a method known as an “accelerated share repurchase” program. Using investment banks to buy back stocks allows companies “to immediately purchase a large number of common shares,” according to an analysis of the technique by accounting firm Price Waterhouse Coopers.

Two days after President Biden signed the IRA into law, publicly traded department store chain Kohl’s “entered into an accelerated share repurchase agreement (ASR), pursuant to its previously announced share repurchase program, to repurchase approximately $500 million of the Company’s common stock,” an SEC filing shows.

Electronics software company and S&P 500 index member Synopsys also began an accelerated buyback program in August with Bank of America worth $240 million. Under their agreement, the company will take back around 535,000 of its own shares to be settled in November.

“Stock repurchases have been an element of our capital return policy for many years, and we have regularly used ASRs as a way to return capital to our shareholders, including substantial ASRs every year since 2014,” Synopsys said in a statement to The Hill.

A tally by liberal advocacy group Accountable US found five publicly traded companies that had started expedited buyback programs in August, all within about two weeks of the IRA’s new corporate buyback tax.

The repurchase programs totaled $1.5 billion in stock and amounted to about $15 million in avoided taxes, according to the tally.

“Every dollar that a wealthy corporation dodges in taxes with loopholes like offshore tax havens or accelerated share repurchase programs is a dollar taken away from deficit reduction or priorities that help save consumers money,” Accountable US spokesperson Liz Zelnick said in a statement. “Policy makers should build on the Inflation Reduction Act’s impact to rein in greedy behavior that’s costing average families dearly and ensure those who profiteer are paying their fair share in taxes, which helps reduce inflation.”

Buybacks have faced bipartisan resistance in the past, with both Democrats and Republicans advancing proposals to rein them in.

Sen. Marco Rubio (R-Fla.) put forward a plan to make buybacks less lucrative for corporations in 2019, though it was criticized by some of his Republican colleagues, including Sens. Pat Toomey (R-Pa.) and Rick Scott (R-Fla.).

“Rubio calls for government policies that disincentivize selfish corporate decision-making, such as imposing taxes on share buybacks, while rewarding investment in domestic manufacturing and new research,” a 2019 press release on the senator’s website reads.

Senate Banking Committee and Finance Committee Chairmen Sherrod Brown (Ohio) and Ron Wyden (Ore.), both Democrats, introduced legislation in 2021 for a 2-percent excise tax on buybacks — double what’s in the IRA.

“A few decades ago, a majority of Wall Street capital funded the real economy – wages, machinery, research, new construction. Today, much of that capital is funneled back to wealthy executives in the form of stock buybacks – which used to be illegal market manipulation – and only about 15 percent goes to the real economy,” Brown said in a statement unveiling his bill.

Despite the new excise tax in the IRA, buybacks are likely to remain attractive to corporate managers due to the tax advantages they have over other ways of repaying investors, such as dividends.

“Buybacks often receive preferential tax treatment compared to dividends in certain jurisdictions. In these jurisdictions, buybacks are taxed as capital gains while dividends are taxed as ordinary income, meaning investors could prefer to receive buybacks over dividends,” financial firm FCLTGlobal CEO Sarah Keohane Williamson wrote in a post on the Harvard Law School Forum on Corporate Governance website.

The Hill has reached out to Kohl’s, Comcast and T-Mobile for comment.

For the latest news, weather, sports, and streaming video, head to The Hill.

Sun, 16 Oct 2022 00:00:00 -0500 en-US text/html
Killexams : SAP Application Services Market 2022 Share, Size, by Major Companies Profile, Competitive Landscape and Key Regions 2029

The MarketWatch News Department was not involved in the creation of this content.

Oct 07, 2022 (The Expresswire) -- The research report of the global SAP Application Services Market is thorough, precise, and the result of significant research. The report examines into some of the key aspects of the universal SAP Application Services Market and shows how segmentation like pricing, competition, market dynamics, geographical growth, gross margin, and consumption will affect the market's performance. The research provides a thorough analysis of the market's competitive landscape and in-depth company profiles of the top players. It provides a summary of precise market data, including production, revenue, market value, volume, market share, and growth rate.

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List of TOP KEY PLAYERS in SAP Application Services Market Report are: -

● GoodCore Software Sdn Bhd
● Atoss
● Tata Consultancy Services (TCS)
● Capgemini
● Synnove Systems Pte. Ltd.
● Wipro
● Entelsoft
● PwC
● Fujitsu
● Deloitte
● Infosys
● NTT Data
● Accenture

Technological innovation and advancement will further optimize the performance of the product, making it more widely used in downstream applications. Moreover, Consumer behaviour analysis and market dynamics (drivers, restraints, opportunities) provides crucial information for knowing the SAP Application Services market.

Get a trial Copy of the SAP Application Services Market Report

SAP Application Services Market Size and Insights:

In 2022, the global SAP Application Services market size was USD Million and it is expected to reach USD Million by the end of 2029, with a Growing CAGR during 2022-2029.

The report combines extensive quantitative analysis and exhaustive qualitative analysis, ranges from a macro overview of the total market size, industry chain, and market dynamics to micro details of segment markets by type, application and region, and, as a result, provides a holistic view of, as well as a deep insight into the SAP Application Services market covering all its essential aspects.

For the competitive landscape, the report also introduces players in the industry from the perspective of the market share, concentration ratio, etc., and describes the leading companies in detail, with which the readers can get a better idea of their competitors and acquire an in-depth understanding of the competitive situation. Further, mergers and acquisitions, emerging market trends, the impact of COVID-19, and regional conflicts will all be considered.

In a nutshell, this report is a must-read for industry players, investors, researchers, consultants, business strategists, and all those who have any kind of stake or are planning to foray into the market in any manner.

Get a trial Copy of the SAP Application Services Market Report

Global SAP Application Services Market: Segment Analysis

SAP Application Services Market Forecast by regions, type and application, with sales and revenue, from 2017 to 2029. SAP Application Services Market Share, distributors, major suppliers, changing price patterns and the supply chain of raw materials is highlighted in the report. SAP Application Services Market Size report provides important information regarding the total valuation that this industry holds presently and it also lists the segmentation of the market along with the growth opportunities present across this business vertical.

On the basis of product type, the SAP Application Services market is primarily split into

● ERP and Finance
● Overview
● Financial Planning and Analysis
● Accounting and Financial Close
● Treasury Management
● Accounts Receivable, Billing and Revenue Management
● Governance, Risk, Compliance (GRC), and Cybersecurity

This Report Focuses on the SAP Application Services Market manufacturers, to study the sales, value, market share and development plans in the future. It is Define, describe and forecast the SAP Application Services Market Growth by type, application, and region to Study the global and key regions market potential and advantage, opportunity and challenge, restraints and risks. Know significant trends and factors driving or inhibiting the SAP Application Services Market growth opportunities in the market for stakeholders by identifying the high growth segments. Strategically it examines each submarket with respect to individual growth trend and their contribution to the SAP Application Services Market.

On the basis of end-users/application, this report covers the following segments

● Manufacturing
● Retail and CPG
● Telecom and IT
● Life Sciences and Healthcare
● Others

Global SAP Application Services Market: Drivers and Restrains

The lookup file contains a rating of unique factors that drive market growth. It represents the trends, constraints, and drivers that are changing the market, for better or for worse. This part also provides a range of different segments and objectives that may impact the market in the future. Accurate statistics are entirely based on modern developments and ancient milestones. This part also provides an assessment of the global market and the size of each type of production. This area refers to the scope of manufacturing throughout the region. Pricing is recorded in the dataset according to all types, manufacturers, regions, and international prices.

A thorough comparison of the limits outlined in the documentation sets boundaries for drivers and provides room for strategic planning. Factors that obscure market growth are very important as they can help develop special bends to gain current beneficial opportunities in an ever-expanding market. In addition, we gained insights from market experts to better understand the market.

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Geographically, the report includes the research on production, consumption, revenue, market share and growth rate, and forecast (2017-2029) of the following regions:

● United States ● Europe (Germany, UK, France, Italy, Spain, Russia, Poland) ● China ● Japan ● India ● Southeast Asia (Malaysia, Singapore, Philippines, Indonesia, Thailand, Vietnam) ● Latin America (Brazil, Mexico, Colombia) ● Middle East and Africa (Saudi Arabia, United Arab Emirates, Turkey, Egypt, South Africa, Nigeria) ● Other Regions

SAP Application Services Market Growth Analysis:

The SAP Application Services market in the United States is expected to grow rapidly in 2022 and further in the forecast period of 2029.

Due to the COVID-19 pandemic, the global SAP Application Services market size is estimated to be worth USD million in 2022 and is forecast to a readjusted size of USD million by 2029 with a CAGR during the review period. Fully considering the economic change by this health crisis, by Type for the SAP Application Services global market in 2021, is projected to value USD million by 2029, growing at a revised CAGR in the post-COVID-19 period. While by Application the leading segment, accounting for over percent market share in 2021, and altered to an CAGR throughout this forecast period.

Core Chapters of SAP Application Services Market

Chapter 1 provides an overview of SAP Application Services market, containing global revenue and CAGR. The forecast and analysis of SAP Application Services market by type, application, and region are also presented in this chapter.

Chapter 2 is about the market landscape and major players. It provides competitive situation and market concentration status along with the basic information of these players.

Chapter 3 introduces the industrial chain of SAP Application Services. Industrial chain analysis, raw material (suppliers, price, supply and demand, market concentration rate) and downstream buyers are analysed in this chapter.

Chapter 4 concentrates on manufacturing analysis, including cost structure analysis and process analysis, making up a comprehensive analysis of manufacturing cost.

Chapter 5 provides clear insights into market dynamics, the influence of COVID-19 in SAP Application Services industry, consumer behaviour analysis.

Chapter 6 provides a full-scale analysis of major players in SAP Application Services industry. The basic information, as well as the profiles, applications and specifications of products market performance along with Business Overview are offered.

Chapter 7 pays attention to the sales, revenue, price and gross margin of SAP Application Services in markets of different regions. The analysis on sales, revenue, price and gross margin of the global market is covered in this part.

Chapter 8 gives a worldwide view of SAP Application Services market. It includes sales, revenue, price, market share and the growth rate by type.

Chapter 9 focuses on the application of SAP Application Services, by analysing the consumption and its growth rate of each application.

Chapter 10 prospects the whole SAP Application Services market, including the global sales and revenue forecast, regional forecast. It also foresees the SAP Application Services market by type and application.

Get a trial Copy of the SAP Application Services Market Report

Global SAP Application Services Market Trends:

The Global SAP Application Services Market study delves deeply into current and emerging Global SAP Application Services Market trends and dynamics. Estimates for key market categories in the Global SAP Application Services Market provide an in-depth overview of the market. Within the market framework, extensive market research is conducted by tracking key product positioning and monitoring top competitors. The study also includes a comprehensive Global SAP Application Services Market opportunity analysis for each country.

Important Features of the reports:

● Potential and niche segments/regions exhibiting promising growth. ● Detailed overview of Market ● Changing market dynamics of the industry ● In-depth market segmentation by Type, Application, etc. ● Historical, current, and projected market size in terms of volume and value ● recent industry trends and developments ● Competitive landscape of Market ● Strategies of key players and product offerings

The global SAP Application Services Market report answers the following questions:

● What are the main drivers of the global Keyword market? How big will the Keyword market and growth rate in upcoming years? ● What are the major market trends that affecting the growth of the global Keyword market? ● Key trend factors affect market share in the world's top regions? ● Who are the most important market participants and what strategies being they pursuing in the global Keyword market? ● What are the market opportunities and threats to which players are exposed in the global Keyword market? ● Which industry trends, drivers and challenges are driving that growth?

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Detailed TOC of Global SAP Application Services Market Development Strategy Pre and Post COVID-19, by Corporate Strategy Analysis, Landscape, Type, Application

1 SAP Application Services Market Overview

1.1 Product Overview and Scope of SAP Application Services Market

1.2 SAP Application Services Market Segment by Type

1.3 Global SAP Application Services Market Segment by Application

1.4 Global SAP Application Services Market, Region Wise (2017-2029)

1.5 Global Market Size (Revenue) of SAP Application Services (2017-2029)

1.6 Influence of Regional Conflicts on the SAP Application Services Industry

1.7 Impact of Carbon Neutrality on the SAP Application Services Industry

2 SAP Application Services Market Upstream and Downstream Analysis

2.1 SAP Application Services Industrial Chain Analysis

2.2 Key Raw Materials Suppliers and Price Analysis

2.3 Key Raw Materials Supply and Demand Analysis

2.4 Market Concentration Rate of Raw Materials

2.5 Manufacturing Process Analysis

2.6 Manufacturing Cost Structure Analysis

2.7 Major Downstream Buyers of SAP Application Services Analysis

2.8 Impact of COVID-19 on the Industry Upstream and Downstream

3 Players Profiles

4 Global SAP Application Services Market Landscape by Player

4.1 Global SAP Application Services Sales and Share by Player (2017-2022)

4.2 Global SAP Application Services Revenue and Market Share by Player (2017-2022)

4.3 Global SAP Application Services Average Price by Player (2017-2022)

4.4 Global SAP Application Services Gross Margin by Player (2017-2022)

4.5 SAP Application Services Market Competitive Situation and Trends

5 Global SAP Application Services Sales, Revenue, Price Trend by Type

5.1 Global SAP Application Services Sales and Market Share by Type (2017-2022)

5.2 Global SAP Application Services Revenue and Market Share by Type (2017-2022)

5.3 Global SAP Application Services Price by Type (2017-2022)

5.4 Global SAP Application Services Sales, Revenue and Growth Rate by Type (2017-2022)

6 Global SAP Application Services Market Analysis by Application

6.1 Global SAP Application Services Consumption and Market Share by Application (2017-2022)

6.2 Global SAP Application Services Consumption Revenue and Market Share by Application (2017-2022)

6.3 Global SAP Application Services Consumption and Growth Rate by Application (2017-2022)

7 Global SAP Application Services Sales and Revenue Region Wise (2017-2022)

7.1 Global SAP Application Services Sales and Market Share, Region Wise (2017-2022)

7.2 Global SAP Application Services Revenue and Market Share, Region Wise (2017-2022)

7.3 Global SAP Application Services Sales, Revenue, Price and Gross Margin (2017-2022)

7.4 United States SAP Application Services Sales, Revenue, Price and Gross Margin (2017-2022)

7.5 Europe SAP Application Services Sales, Revenue, Price and Gross Margin (2017-2022)

7.6 China SAP Application Services Sales, Revenue, Price and Gross Margin (2017-2022)

7.8 India SAP Application Services Sales, Revenue, Price and Gross Margin (2017-2022)

7.9 Southeast Asia SAP Application Services Sales, Revenue, Price and Gross Margin (2017-2022)

7.10 Latin America SAP Application Services Sales, Revenue, Price and Gross Margin (2017-2022)

7.11 Middle East and Africa SAP Application Services Sales, Revenue, Price and Gross Margin (2017-2022)

…to be continued

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Thu, 06 Oct 2022 21:39:00 -0500 en-US text/html
Killexams : Saputo Inc. (TSE:SAP) Stock Is Going Strong But Fundamentals Look Uncertain: What Lies Ahead

Most readers would already be aware that Saputo's (TSE:SAP) stock increased significantly by 29% over the past three months. But the company's key financial indicators appear to be differing across the board and that makes us question whether or not the company's current share price momentum can be maintained. Specifically, we decided to study Saputo's ROE in this article.

ROE or return on equity is a useful tool to assess how effectively a company can generate returns on the investment it received from its shareholders. In short, ROE shows the profit each dollar generates with respect to its shareholder investments.

See our latest analysis for Saputo

How Is ROE Calculated?

The formula for ROE is:

Return on Equity = Net Profit (from continuing operations) ÷ Shareholders' Equity

So, based on the above formula, the ROE for Saputo is:

5.5% = CA$360m ÷ CA$6.6b (Based on the trailing twelve months to June 2022).

The 'return' is the income the business earned over the last year. One way to conceptualize this is that for each CA$1 of shareholders' capital it has, the company made CA$0.05 in profit.

Why Is ROE Important For Earnings Growth?

Thus far, we have learned that ROE measures how efficiently a company is generating its profits. Depending on how much of these profits the company reinvests or "retains", and how effectively it does so, we are then able to assess a company’s earnings growth potential. Assuming all else is equal, companies that have both a higher return on equity and higher profit retention are usually the ones that have a higher growth rate when compared to companies that don't have the same features.

Saputo's Earnings Growth And 5.5% ROE

At first glance, Saputo's ROE doesn't look very promising. We then compared the company's ROE to the broader industry and were disappointed to see that the ROE is lower than the industry average of 8.5%. Given the circumstances, the significant decline in net income by 15% seen by Saputo over the last five years is not surprising. However, there could also be other factors causing the earnings to decline. Such as - low earnings retention or poor allocation of capital.

So, as a next step, we compared Saputo's performance against the industry and were disappointed to discover that while the company has been shrinking its earnings, the industry has been growing its earnings at a rate of 6.8% in the same period.


Earnings growth is an important metric to consider when valuing a stock. It’s important for an investor to know whether the market has priced in the company's expected earnings growth (or decline). Doing so will help them establish if the stock's future looks promising or ominous. If you're wondering about Saputo's's valuation, check out this gauge of its price-to-earnings ratio, as compared to its industry.

Is Saputo Using Its Retained Earnings Effectively?

In spite of a normal three-year median payout ratio of 47% (that is, a retention ratio of 53%), the fact that Saputo's earnings have shrunk is quite puzzling. So there might be other factors at play here which could potentially be hampering growth. For example, the business has faced some headwinds.

Additionally, Saputo has paid dividends over a period of at least ten years, which means that the company's management is determined to pay dividends even if it means little to no earnings growth. Our latest analyst data shows that the future payout ratio of the company over the next three years is expected to be approximately 39%.


On the whole, we feel that the performance shown by Saputo can be open to many interpretations. Even though it appears to be retaining most of its profits, given the low ROE, investors may not be benefitting from all that reinvestment after all. The low earnings growth suggests our theory correct. With that said, we studied the latest analyst forecasts and found that while the company has shrunk its earnings in the past, analysts expect its earnings to grow in the future. Are these analysts expectations based on the broad expectations for the industry, or on the company's fundamentals? Click here to be taken to our analyst's forecasts page for the company.

Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team (at)

This article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned.

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Mon, 12 Sep 2022 06:47:00 -0500 en-US text/html
Killexams : A “Roller Coaster” Day Whipsaws Markets No result found, try new keyword!Not even a worse-than-expected inflation report could sap investor enthusiasm. But analysts and traders worry that unpredictable market moves will continue. Fri, 14 Oct 2022 00:12:00 -0500 text/html Killexams : The channel: Four decades of change

The past four decades have seen changes on all fronts, with economic highs and lows, different political parties moving in and out of Downing Street, and even a historic pandemic. Throughout that time, the channel has also been evolving not only to deal with the challenges of the time, but to ensure it has a position in the future.

Before we look forward, let’s look back over the past 40 years to get a sense of what the channel has gone through and what that evolution has felt like for those working in the industry. Some of the big shifts include the emergence of software as a primary revenue driver and – of course – the cloud. 

Tom Hermann, vice-president of channels and alliances at Synopsys Software Integrity Group

Forty years ago, channel partners were selling predominantly hardware and devices. Software solutions were just starting to be introduced by brand new companies such as Microsoft, Oracle and SAP that had only been founded a few years prior to address the emerging PC and server market outside of mainframes.

Fast-forward to today, not only are channel partners selling much more software than hardware (if any at all), but even that has changed to include cloud solutions now rather than infrastructure.

In addition, channel partners had to differentiate themselves years ago to provide much more “value add” in terms of services to go along with the solutions that they were selling. This led to the emergence of the value add reseller (VAR), which is essentially the de-facto model today, where most channel partners cannot survive on selling lower-margin products alone and have to be skilled at delivering services.

Dale Smith, director of UK&I channel at Juniper Networks

A lot has changed, but the core values of the channel remain the same. People have always bought from people, and partners sell what is easy to consume, consistent and profitable. However, the channel has evolved a great deal in how partners and resellers sell and who they target.

The way the channel uses data has also evolved over the past 40 years. Data has become the core advantage for partners and resellers to be able to target customers with the right messages at the right time. The use of such business intelligence tools – which includes known customer buying trends, key search terms and algorithmic analysis of predicted needs – means the channel is laser-focused on prospecting versus the old-fashioned cold calling method to generate leads.

Trust, commitment and investment together is what has always made the channel such a successful sector
Dale Smith, Juniper Networks

While innovation has evolved the methods and ways that the channel operates, channel partnerships and the core values will never change. Trust, commitment and investment together is what has always made the channel such a successful sector. May it continue for another 40-plus years.

Marc Monday, global vice-president of strategic partnerships at Sage

In 1982, the disk operating system (DOS) was the emerging dominate operating system, with Microsoft having licensed 86-DOS from IBM and released PC-DOS 1.0 in August 1981. Windows was not yet invented and wouldn’t be commercially available until 1985. There was no public internet like we know it today, no commercially available cell phones, and software was mostly delivered via floppy disks. It would be another 16 years before Google would be founded, and  the iPhone wouldn’t be launched until 2007 – wow, a lot has changed in 40 years!

Over the years the channel has evolved and transformed with technology, always with the customer needs at the centre of all we do. In the early days, that was driving around to offices and doing a lot of onsite installs, fixes and management – connecting cables seemed to be an ever-present job. The channel continued to drive innovation forward from PC towers with 186K of memory, then doubling every couple of years – my first laptop weighed nearly 7KG.

The channel has evolved with each new technology shift, embracing technologies and helping customers to transform. Throughout it all, regardless of the common naming of channel partners (resellers, VARs, MSPs, CSPs and so on), they have focused on delivering high-value services, support and advice for customers to use technology to most effectively manage and transform their businesses.

Technologies have evolved, tech companies have risen and fallen, and with each new tech wave, the business models have changed and evolved, and – throughout it all – with partners providing trusted advice and services to customers.

James Rigby, CEO at SCC

Clearly the biggest thing to change in the channel over the past 40 years is the technology itself. At its most basic level, the role of the channel has remained the same: we take the latest technology and apply it in the most innovative ways to deliver continuous improvement and sustainable success for our customers.

What started with the PC revolution and memory chips has turned into advanced artificial intelligence (AI), robotics, and masses of data we could never have imagined. But it’s always been up to the channel to see what’s coming next and how these advancements in technology can be applied to complex infrastructure to keep resellers and our customers ahead of the competition.

This isn’t without its challenges in such a fast-paced and cyclical environment. But it’s the reason why the IT channel is still thriving and plays such a crucial role in the technology we all use every single day.

Charles Damerell, senior director of UK&I at SolarWinds

Having been in the industry for 20 years, there’s been a huge amount of change I have seen in two decades. Many reseller companies have been acquired, some disappeared, and a few managed to stick around and are doing well today. Some 20 years ago, distributors held a strong commercial role and were making much better margins. Customers relied on those distributors offering a one-stop-shop for everything from laptops to networking devices to software.

It was also a time when we were seeing the beginnings of the internet, with companies such as Cisco and 3COM acting as trailblazers. While there were a whole range of local networking companies, the past two decades saw the beginning of more global networking. American or Israeli companies were coming to the UK to work with key organisations that they could resell to or partner with in order to resell through.

Having a deep knowledge of both the technology and organisation has won the day.
Charles Damerell, SolarWinds

It’s also worth reflecting on the fact that Cisco created the direct touch model, with salespeople promoting solutions to customers and help them understand the technology. Cisco’s main B2B partners were given “gold status”, and a lot of business was coming through those elite partners.

The key to all of this is that 20 years ago, the real value add was coming from the distributors or partners having not just salesmanship, but technical competency. Having a deep knowledge of both the technology and organisation has won the day. Well-run companies in the channel space have both stayed in business and grown in the past 20 years.

David Weeks, senior director of partner experience at N-Able

Some 15 years ago, when I started in the channel, the managed services opportunity was still a new conversation for many partners. Over the years, they have had to deal with various things: changing internet speeds, the arrival of remote access, evolving from the break/fix model, recessions, security threats, labour scarcity, the move to the cloud, and the rapid shift to remote work during the recent global pandemic to name but a few. Many MSPs in the channel are thriving and have shown the true value of the managed services model.

One word I would use to sum up the channel over the past 40 years is dynamic; it is constantly evolving and those involved do a fantastic job of adapting to support teams and customers as market changes emerge. I believe the future of the channel is extremely strong and will continue to evolve, with increased peer-to-peer engagement driving opportunity, as well as the channel and those within it making the move from regional to global players.

Andrew Forsyth, sales and marketing director at Brother UK

When Microscope launched there were obviously no online sales, before created a digital route to market that transformed how resellers could present products and solutions to businesses. The sector’s biggest players, from Computacenter to SCH Group, moved away from distribution to focus on developing their system integrator skills while investing in international growth. Many other resellers diverged into specific technologies, verticals and geographies.

The shift towards the as-a-service model has transformed the landscape too. It was always an aspiration, but it has taken time for much of the sector to get annuity models in place for the products and solutions they specialise in.

An evolution in customer-buying behaviours and the introduction of cloud technology has driven the change, and models such as managed print services (MPS) are now very advanced and proving to be strategically important for the sector as it offers customers greater scalability and cost flexibility – and, importantly, it’s giving partners the opportunity to strengthen their customer relationships, lock in revenues and forecast better.

Clare Loveridge, general manager of Europe, the Middle East and Africa (EMEA) at Arctic Wolf

It’s no secret the channel has undergone a substantial transformation, even in the time I have been working in it. Previously, sectors have been the domain of specialist resellers. However, a broader trend has formed with resellers creating one-stop shops for their customers.

“Channel partners...have realised there is now space for them to offer security solutions, which has arguably made resellers more attractive to end-users and more resilient to changing needs in their markets”

Clare Loveridge, Arctic Wolf

For example, channel partners, who have previously focused on sectors such as retail or finance have realised there is now space for them to offer security solutions. This has arguably made resellers more attractive to end-users (who now don’t need to negotiate with a host of different providers for solutions), and more resilient to changing needs in their markets.

Robin van Stroe, European partner sales director at Canon EMEA

The channel has gone through massive amounts of change over the past 40 years, and large numbers of mergers and acquisitions (M&A) have led to an ongoing state of flux. This surge in M&A activity and big changes in ownership should not mean a shift in levels of service for the end user. For channel businesses, it marks a time of uncertainty, which means vendors must continuously support partners and help guide them as best they can. 

Another way the channel has changed is in its capacity to meet a wider range of needs. Today, customers are looking for end-to-end solutions and services able to meet their hybrid working, security and sustainability demands. In response to this, channel partners have looked to diversify their portfolio in a number of ways – for example, many have moved from hardware-only offers to software and cloud solutions, and adopted new models such as as a service. Partners have demonstrated their adaptability to end customer needs, and are looking to future-proof their businesses for the long term.

Nick Bannister, UK&I vice-president of sales for enterprise computing solutions business at Arrow

As technology has changed, so have the types of business and business models that operate in the channel. The biggest catalyst for change has been the adoption of cloud and digital transformation, and with that the shift to subscription models and recurring revenues.

James Hudson-Dale, senior partner business development manager at IDnow

The channel has evolved significantly in the past four decades. In the 1980s, it was all about computers and hardware, accelerated by the likes of IBM and Apple. A pivotal moment which would kick-start the channel business was powered by Lotus 1-2-3 in 1982, which would see businesses beginning to rely on technology on a wider scale. This evolved even further when Microsoft partnered with IBM and MS Windows launched in 1985.

Over the following decade, computers would become a much more common sight in the workplace, along with other hardware such as printers and networking equipment. IT providers would become experts in their own field, later evolving into resellers as well as being there to provide external IT support.

Distribution and channel sales continued to drive adaptation and growth of new technologies including telephony, computers and networking. Software was often packaged with hardware up until the introduction of the CD-ROM in 1987, which subsequently made software more of a commodity.

“Today, there are circa 175,000 software companies, compared with 10,000 only a decade ago”

James Hudson-Dale, IDnow

In 1995, the World Wide Web would begin to influence commerce, culture and technology development. Software became a product in its own right, with the channel forming a major factor in software sales owing to the training, expertise and support that came with purchasing the product through VARs.

As wireless internet access was introduced and became the standard, distributors and resellers started to offer more diverse products and software, rather than just computers and networking.

Less than a decade later, software as a service (SaaS) would be widely adopted. Following this, in 2006, Google introduced the concept of cloud computing, further evolving the channel away from “box shifting”, i.e. having to adapt to a new era of accessibility and availability of emerging tech at scale.

Businesses began to operate in agile and innovative ways, exploiting new technology and the ability to grow fast and at scale. The continuing record number of tech startups from 2018 onwards have flooded the industry with unprecedented choice, allowing partners and resellers to begin forming direct relationships with vendors, therefore bypassing distribution channels.

Very recent history has also changed the landscape, with the pandemic changing the way we do business over the past two years. As a result of the truly global event, digitisation and technology adaptation has increased significantly.

Last, the software ecosystem has increased exponentially as the channel has developed. Today, there are circa 175,000 software companies, compared with 10,000 only a decade ago.

Hayley Mooney, general manager at Crayon UK

In my 20 years of experience with software, so much has changed, and yet so much has remained. I think back to the millions of physical boxes of the likes of Microsoft, McAfee, Veritas and Crystal Decisions that we sent out to resellers, who then had to handle logistics and shift them on to their customers. It’s astounding when you think about how much that must have cost all links in the chain.

In the early stages of my career, I sat on the licence desk, processing thousands of Microsoft OLP licences, and sent every single one out via email confirmation. Each person on the sales floor had a physical phone handset, a PC under the desk and a huge monitor. Nobody worked from home. We worked from 8am until 6pm every day and had product or sales training for one hour every morning. 

Most of the partners I looked after are still here today, though some have merged with other businesses or have been acquired. While some businesses weren’t able to keep up with the pace of change, the people have remained pretty static. Even today, it’s great to be able to say that I still work with many of my colleagues from 20 years ago in many different roles across the channel. We’ve all built long-lasting relationships that move with the people, so our networks are broader and richer than ever.

Celine Cazali, chief partner officer at SAP UK&I

Over the past 40 years, the market has become increasingly consolidated, with larger partners acquiring boutique and specialist partners to break into different verticals and sectors. No partner can do it all – we are constantly looking to build our own ecosystems, which means attracting and onboarding the next generation of partners. This has really shifted the dynamic within the industry and made it much more collaborative.

At SAP, we’ve witnessed this shift first-hand. Primarily driven by the launch of RISE with SAP and the cloud, we’re collaborating with a wider pool of partners that we previously wouldn’t have. Building true partnerships and innovating together in this way has not only helped to build a thriving ecosystem, but has been key to driving better results for our customers.

Thu, 29 Sep 2022 16:00:00 -0500 en text/html
Killexams : Scientists' Research Attempts to Target Typhoons

This story was originally published in our Nov/Dec 2022 issue as "Targeting Typhoons." Click here to subscribe to read more stories like this one.

Taiga Mitsuyuki, a marine systems engineer at Yokohama National University in Japan, holds a small plastic model in his hands. The 3D-printed ship, sporting twin hulls and rigid sails mounted on an A-frame, was built to illustrate a seemingly impossible purpose. If a full-scale version of the boat is built, it could draw energy from one of nature’s most destructive forces.

Mitsuyuki and his colleagues have high hopes for such a vessel: the scientists want to make storm engineering a real prospect by 2050. Once deployed, these ships would enable the team to capture and store a typhoon’s energy with propellers and batteries. At the same time, an accompanying drone armada would inject a cooling agent into the storm, helping to weaken it.

This mission feels increasingly vital as storms hitting Japan — and much of the world — are intensifying. While the relationship between climate change and weather is complex, scientists believe that warmer seas are fueling stronger typhoons and warmer land surfaces are attracting them, leading to more frequent landfalls.

Researchers at the Japan Meteorological Agency also found that the number of tropical cyclones approaching the country’s southern coast, including Tokyo, has risen dramatically over the past 40 years. The annual average number that approached Tokyo increased by more than 50 percent over two decades, from 1.55 cyclones between 1980 and 1999 to 2.35 between 2000 and 2019, according to a Journal of the Meteorological Society of Japanstudy. Beyond that, the storms are strengthening as they near land and have slowed in pace, which can render them even deadlier.

That’s why, to counter this growing threat, the team of Japanese scientists launched Typhoon Shot. As well as attempting to harness a storm’s energy, the massive research project is dedicated to investigating whether or not it’s actually possible to tame typhoons — and mitigate the destruction often left in their wake.

This stunninggimage of Super Typhoon Maysak was taken from the International Space Station as it passed over the storm March 31, 2015 (Credit: ESA/NASA).

Deadly weather

People have had to reckon with the raw power of Pacific storms throughout Japanese history. For instance, the infamous kamikaze suicide attack planes of World War II were named after “divine winds” that were believed to have sunk invading Mongol fleets in the 13th century.

More recently, the most destructive threat from the skies has come in the form of typhoons, tropical cyclones with maximum sustained winds higher than 74 mph. When Typhoon Vera made landfall in September 1959, a surface central pressure of 929 hectopascals was registered, the second lowest on record. (Tropical storms with lower pressure tend to be more powerful.) The tide reached a height of 3.89 meters — nearly 13 feet — in the port of Nagoya on the southern coast of Honshu, Japan’s main island, in a record storm surge.

Typhoon Vera, known locally as Isewan because it wreaked the most devastation on the Ise Bay region, left 5,098 people dead, 40,838 homes destroyed and 363,611 houses flooded. It proved to be the deadliest typhoon in Japanese history.

The catastrophe forced the government to not only pass an extra national budget to cover the losses and relief, but to establish a comprehensive disaster-preparedness system, codified in the Disaster Countermeasures Basic Act. In the decades since Vera, Japan has also built stronger coastal defenses and more resilient housing and transportation infrastructure, as well as cutting-edge communications systems. The Typhoon Shot project, however, isunlike any previous storm-protection efforts the country has ever seen.

Mud covered tombstones in Nagano, Japan, after Typhoon Hagibis tore through the city (Credit: Taiga Mitsuyuki). 

Ambitious ideas

In addition to sapping typhoons of their strength, the initiative also aims to harness their wind power as a form of renewable energy. With major private sector partners like Deloitte Tohmatsu Consulting on board, backers are cautiously confident the researchers can realize their plan in the next few decades: Those behind the effort promise that they can turn typhoons into a “blessing” by around 2050, the project’s website claims.

“The idea behind the Typhoon Shot is based on the fact that typhoons have structures that are vulnerable,” says Hironori Fudeyasu, director of the Typhoon Science and Technology Research Center (TRC) at Yokohama National University, which was established in 2021 as the country’s first of its kind. “Computer simulations indicate that if we can chill the typhoon’s center, which is warmer than the surrounding structure, the storm will weaken. That’s a mechanism everybody understands. But how to do that is a very difficult question.”

Under the plan, drone fleets would swarm a typhoon from both the air and the seas, either to weaken it or draw power from it. The scientists hope to build autonomous aerial vehicles that could inject massive quantities of dry ice or other cooling materials into the storm to alter its temperature and structure. In a parallel effort, drone sailboats would capture the wind’s immense energy and later transport it ashore.

Fudeyasu is aware just how farfetched this goal seems. That’s why it’s named Typhoon Shot, after the U.S.’s so-called “moonshot”: In an accomplishment that seemed impossible at the time, NASA’s Apollo Program managed to put men on the moon in 1969. But Fudeyasu has nevertheless convinced the Japanese government, which selected the program as one of the Cabinet Office’s ambitious science initiatives aimed at benefitting the country’s people and the environment. Japan aspires to “a society safe from the threat of extreme winds and rains by controlling and modifying the weather by 2050,” according to the Japan Cabinet Office.

In addition to combating the threat posed by typhoons, Japan is also working to reassert itself as a global leader in science and engineering. Compared to the rest of the world, the nation’s share of publications in natural science journals has declined in recent years, and its government is desparate to support researchers with particularly lofty ideas.

A train depot is submerged after the rain triggered by Typhoon Hagibis collapsed the banks of a nearby river. The storm caused widespread flooding in Japan and killed more than 80 people (Credit: The Asahi Shimbun via Getty Images).

Crucial testing

The team’s early plan to control typhoons involves dumping a yet-to be-determined material with a cooling effect into the air. To compound that challenge, such a material must be harmless to the environment. Dry ice, the solid form of carbon dioxide (CO2), is one candidate. It could, in theory, cool down key parts of the typhoon. With dry ice, crystals of CO2 would act as nuclei for tiny, supercooled water droplets to freeze around, forming clouds.

Ultimately, this process disperses a vast store of energy that would normally contribute to storm damage.

“It may sound strange, but a typhoon is very delicate and sensitive to changes in its environment and structure,” says Kazuhisa Tsuboki, a professor at Nagoya University’s Institute for Space-Earth Environmental Research (ISEE). A tiny difference can change the storm’s intensity or track, so identifying a highly sensitive point in the typhoon and modifying it could do the trick. But this process could take three decades to bring to fruition, Tsuboki says.

Computer simulations, however, can help. These models will guide research into what materials — and how much of them — will be most effective, along with where they should be deployed. The team hopes to use the supercomputer Fugaku, which earned the highest-ranked spot on the TOP500 list of fastest computer systems in 2020 and 2021, to advance the project. Completed in 2020 by the state-backed research center RIKEN and IT company Fujitsu, the system can perform 442 quadrillion calculations per second. “More computer power will provide us more ideas and more room for testing different ideas,” says Typhoon Shot member Masaki Satoh, a professor at the University of Tokyo’s Atmosphere and Ocean Research Institute and a weather simulation research leader at Fugaku.

It’s unclear precisely how much computer power is needed to battle a super typhoon. But Tsuboki has both theoretical and direct experience to help answer that question. As head of the Typhoon Observation Lab at the TRC, Tsuboki has equipped some of the world’s most powerful computers to model typhoon behavior. He fondly recalls seeing the first high resolution modeling results on the Earth Simulator, the fastest supercomputer system in the world between 2002 and 2004.

When Tsuboki saw the typhoon’s individual clouds materialize, “the feeling was very similar to when Galileo saw Jupiter with his own telescope or Pasteur seeing bacteria through his microscope,” he says. “It felt like seeing a very different world.”

Tsuboki also indulges his passion for exploration outside of computer simulations. As an adventurous scientist who isn’t afraid of taking risks, he has flown into typhoons numerous times to take direct readings of their strength. On his first such flight, in 2017, a modified Grumman Gulfstream II jet penetrated Super Typhoon Lan, which reached wind speeds of 105 mph. Tsuboki entered the storm at 43,000 feet. He wasn’t even wearing a seatbelt; he was busy walking around the cabin to launch the dropsondes, airborne sensors dropped from aircraft that take readings of pressure and other crucial measurements. These sensors, about the size of a football, relay data to the craft before they hit the ocean. Their flight can take as long as 15 minutes; as air density increases at lower altitudes, they slow down.

Tsuboki insists on direct observation of storms because the computer models typically used to predict their behavior are rough estimates at best. For instance, one day the dropsonde data taken from the middle of Typhoon Lan indicated its central pressure was increasing, suggesting the storm was weakening. But on the same day, the Japan Meteorological Agency confirmed via satellite images that Lan was intensifying. Overall, says Tsuboki, both observations and simulations are key to understanding (and eventually modifying) typhoons.

Scientists can capture data from storms like Typhoon Lan using missile-shaped sensors called dropsondes (Credit: NASA/Lance/Modis).

Cloud seeding

Typhoon control has never been attempted before, but e orts to rein in storms are nothing new. In fact, hurricanes were the target of two post-WWII U.S. government weather mitigation projects. (See the sidebar on page 38.) Called Cirrus and Stormfury, these ventures employed a method of weather modification called cloud seeding, the act of sowing clouds with small particles to alter their structure. Ultimately, both proved unsuccessful — and drew criticism.

“Observational evidence indicates that seeding hurricanes would be inffective because they contain too little supercooled water and too much natural ice,” wrote hurricane researcher Hugh Willoughby and colleagues in a 1985 paper published in The Bulletin of the American Meteorological Society. That’s because such efforts would require plenty of supercooled water to build an additional eyewall — which would house a hurricane’s most dangerous winds and heaviest rainfall — to starve the original eyewall and weaken the storm overall.

Still, recent innovations like increasingly sophisticated computer simulations and sensing systems have made cooling typhoons far more plausible, says Yuei-An Liou, head of the Hydrology Remote Sensing Laboratory at Taiwan’s National Central University, although he remains skeptical of the cloud-seeding approach. Liou, who is not involved in Typhoon Shot, has co-authored several articles on typhoon behavior in the northwest Pacific, as well as on remote-sensing systems to Improve typhoon forecasting.

After Typhoon Morakot hammered Taiwan in 2009, leaving over 600 people dead and over $14 billion in damages, Liou proposed a conceptual typhoon defense strategy: If deep, cool seawater can be pumped to the surface to reduce favorable conditions for a typhoon along its path or origin nearby, the storm’s strength may be reduced. This technique could even prevent it from forming. “It’s well known that the temperature of the sea surface affects the intensity of typhoons,” says Liou.

Human interference with typhoons doesn’t come without consequences, though. For one, it could disrupt nature’s own balancing systems, Liou cautions. Typhoons also offer some value, he adds, pointing to how they stir up nutrients from deeper layers to the sea’s surface to benefit marine species and fishing industries. They can also alleviate droughts.

Another skeptic is Tom DeFelice, a research associate at the University of Colorado Boulder and former president of the Weather Modification Association, a Utah nonprofit that advocates for cloud seeding. He has long studied the history of weather modification including Project Stormfury. While simulations may suggest controlling typhoons in such a way is feasible, DeFelice says, the reality is far more complicated. “The project’s conceptual video implies seeding could destroy the typhoon,” says DeFelice. “This is far from reality, and shows no scientific savviness nor knowledge of using the science to accomplish such an aim.” It’s currently impossible to wipe out a storm completely, he notes, although Project Stormfury suggested that cloud seeding can reduce rotational wind speeds by around 10 to 30 percent.

DeFelice does think some of Typhoon Shot’s aims could be possible eventually. Cloud-seeding technologies can work to redistribute precipitation from storms to reduce harm to human populations and mitigate droughts. They could also reduce wind destruction. Yet this is unlikely to happen before the 2080s at “very optimistic estimates,” DeFelice says, due to a lack of research funding and the limitations of today’s cloud-seeding methods.

For Willoughby, now a professor of meteorology at Florida International University, current technology won’t be enough to realize Typhoon Shot’s bold ambitions. “It’s a mid-20th-century idea dressed up with 21st-century gizmos — drones, supercomputers, etc.,” he says.

What’s more, cloud seeding mimics what nature can already achieve: Tropical cyclones that are strong enough to merit modification — with winds exceeding 164 feet per second — can naturally form a new eyewall around the original one, a process that generally causes storms to weaken. The impacts of natural forces are therefore indistinguishable from the expected results of seeding. In fact, cloud seeding may even worsen the damage from storm surge and freshwater flooding, says Willoughby. “Absent some new discovery, reviving Stormfury doesn’t seem promising,” he adds.

This specialized wind turbine in the Philippines was developed to generate electricity during typhoons (Credit: Challenergy Inc.).

Free energy

Critics aside, it’s easy to see why Typhoon Shot’s other wild ambition — exploiting the storms’ massive energy stores — is so tempting. Over its life cycle, the average hurricane can release the equivalent of 10,000 nuclear bombs’ worth of energy, according to NASA. In terms of total kinetic energy, it can release 1.3 x 1017 joules per day, about half the global electricity generation capacity. And when it comes to rain and cloud formation, a hurricane can produce 5.2 x 1019 joules per day, some 200 times the global capacity, according to an analysis by Chris Landsea of the U.S. National Hurricane Center.

In short, a staggering amount of natural, free energy emerges every year when about 85 tropical storms arrive from warm oceans. Around 45 of those grow into typhoons, hurricanes or tropical cyclones. But could all that raw power really be harnessed?

Typhoon Shot member Yutaka Terao, an emeritus professor at Tokai University’s School of Marine Science and Technology, has spent more than a decade researching how ships could draw energy from typhoons. In a 2007 paper presented at the Second International Conference on Marine Research and Transportation, he outlined how a fleet of 1,000 typhoon ships could supply all of Japan’s annual power needs, all without emitting CO2.The Typhoon Shot team took up Terao’s idea and discussed it with researchers in a range of fields who were interested in the initiative, says Fudeyasu.

One might imagine that the typhoon-targeting ships would be equipped with wind turbines to generate electricity. But that would make them inherently unstable and cause them to capsize, says Mitsuyuki, the Yokohama National University engineer. Instead, the ships may run on technology that’s decidedly ancient: sails and screw propellers. If built, each ship would have an onboard storage battery, autonomous and remote navigation, and the ability to return to land and offload the captured energy.

Assuming 20 typhoons occur near Japan annually, each typhoon generator ship with a large screw propeller could theoretically generate enough energy to power more than 30,000 average-sized American homes. “However, these are simple estimates and will vary greatly depending on the design and operation of the vessel, so further study is needed,” Mitsuyuki says. “We think that a lot of typhoon power-generation ships should be launched to make this a viable business.

Hopeful future

For Defelice, the plan still raises major doubts. The project’s backers should be aware of the high cost and low chance of success, he warns. Even if a ship could be engineered to brave brutal wind, ocean waves and an entire hurricane, plenty of obstacles remain. For one, the project is currently confined to computer screens. Typhoon Shot’s first target is achieving higher resolution simulations — a necessary step before the team can attempt to reign in storms, team member Masaki Satoh says.

Moving forward, the scientists have their eyes on the long game. And Japan’s Cabinet Office and the Japan Science and Technology Agency are fully backing the project, having appointed Fudeyasu as project manager in April. Despite weather modification’s stormy history and various skeptics, the team remains convinced that they can mitigate the typhoon threat amid rising sea-surface temperatures and intensifying storms. “I want a future in which typhoons no longer kill people,” says Tsuboki. “Typhoon control or modification is like a dream of science fiction — but it’s not impossible.”

The Fugal supercomputer was named after an alternative name for Mount Fuji, Japan’s highest peak (Credit: Aizawatadashi/Riken).

Simulating the Perfect Storm

Before they attempt to transform the weather, Typhoon Shot scientists must be able to simulate tropical storms’ intricate inner workings. Fortunately, they have Fugaku, which was named the world’s fastest computer two years in a row before a 2022 upset. The supercomputer is one of the few speedy enough to run the high-resolution typhoon simulations that will dictate the team’s next steps.

Specifically, computer models allow researchers to study primary and secondary typhoon eyewall structures, where winds reach their highest speeds. These are key targets in weakening typhoon intensity, says Masaki Satoh of the University of Tokyo. The goal is to form a secondary eyewall that swallows the first and reduces the storm’s intensity. To properly analyze these storms, the Typhoon Shot team needs a computer that can handle extremely high-resolution models. The Japan Meteorological Agency’s numerical models for weather prediction have a resolution of 1.2 miles, though Satoh thinks around half a mile or finer is needed to provide a far clearer view of cloud structures.

Fugaku could help bridge this gap. It can achieve over 415 quadrillion computations per second, over two times faster than the U.S. Oak Ridge National Laboratory’s Summit machine that Fugaku dethroned from the top spot in 2020. Designers have likened Fugaku to having the power of 20 million smartphones in a single room.

The supercomputer was built at the RIKEN Center for Computational Science in Kobe, Japan, and completed in March 2021 after a decade of development that cost around $1 billion. Amid its assembly, Fugaku was put to work on the coronavirus pandemic. After an urgent government appeal, scientists who were planning to simulate fuel-injection systems for internal combustion engines quickly repurposed their code to model the dynamics of airborne virus particles. Since then, researchers have used Fugaku to develop AI models that Improve tsunami flooding predictions and could potentially save lives. Now, the Typhoon Shot team hopes that Fugaku can not only predict natural disasters, but aid in transforming them, too.

A Brief History of Weather Modification

Typhoon shot arrives in the wake of multiple attempts over the years by the U.S. military to commandeer the skies. It all began after World War II, when General Electric (GE) sought to understand why ice sometimes formed on U.S. aircraft and disabled them.

To that end, GE scientists created the world’s first artificial snowfall by cloud seeding — releasing dry ice over a cloud — in upstate New York in 1946. In the resulting Project Cirrus, physicist Bernard Vonnegut (brother of author Kurt Vonnegut and part of the inspiration behind the novel Cat’s Cradle) enhanced the team’s snowmaking with silver iodide, a chemical compound that’s also used in film photography. GE proclaimed far-reaching applications of the research: “Making it rain, modifying hurricanes and clearing ground fogs near airports are some of the vital possibilities.”

It didn’t take long for the U.S. Navy and Air Force to supply planes for GE’s experiments. In 1947, a B-29 and two B-17s filled with 180 pounds of dry ice flew into a hurricane of the East Coast that was surging out to sea. The storm reversed course and hit Savannah, Georgia. Even though there was no proven causal relationship between the cloud seeding and the storm’s change of direction, the project was shelved amid a public outcry.

Yet the dream of playing God didn’t die there. Team member Irving Langmuir — a Nobel laureate who inspired Dr. Felix Hoenikker in Cat’s Cradle — made the cover of Timemagazine in 1950. His portrait was captioned, “Can man learn to control the atmosphere he lives in?” The U.S. government increased hurricane research spending amid a rash of storms making landfall in the mid-1950s. Then, in 1962, a joint effort between the U.S. Navy and the Department of Commerce dubbed Project Stormfury sent planes into hurricanes to seed the clouds with silver iodide. Scientists theorized that the iodide would freeze the supercooled water within the storms, creating additional elongated cloud and precipitation structures called rainbands to sap energy and lower wind speeds. While there was some early success when wind speeds were reduced in hurricanes Beulah (1963) and Debbie (1969), the results could not be conclusively distinguished from natural forces. The initiative later ran into trouble in the 1970s, when experimenting in the Pacific proved a diplomatic challenge due to the fear of seeded storms careening of their natural paths toward unsuspecting nations.

Stormfury was terminated in 1983, but that hasn’t stopped other dreamers. More than eight U.S. states and dozens of countries currently employ cloud seeding, which has produced modest effects in recent studies. Some nations are getting creative: The heatwave-ridden United Arab Emirates is currently experimenting with drones that zap clouds with electric shocks to trigger rain. But it isn’t yet clear whether decades-old techniques, along with newer, more ambitious technology, will make a significant dent in the fight against climate change.

Sat, 15 Oct 2022 17:00:00 -0500 en text/html
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