Appendix 16 List of Suppliers rev 01

CHAPTER 1AN OVERVIEW OF BANKS AND THE FINANCIAL-SERVICES SECTORGoal of This Chapter: In this chapter you will learn about the many roles financial service providers play in the economy today. You will examine how and why the banking industry and the financial services marketplace as a whole is rapidly changing, becoming new and different as we move forward into the future. You will also learn about new and old services offered to the public.Key Topics in This Chapter•Powerful Forces Reshaping the Industry•What is a Bank?•The Financial System and Competing Financial-Service Institutions•Old and New Services Offered to the Public•Key Trends Affecting All Financial-Service Firms•Appendix: Career Opportunities in Financial ServicesChapter OutlineI. I ntroduction: P owerful Forces Reshaping the IndustryII. W hat Is a Bank?A. D efined by the Functions It Serves and the Roles It Play:B. B anks and their Principal CompetitorsC. Legal Basis of a BankD. D efined by the Government Agency That Insures Its DepositsIII.The Financial System and Competing Financial-Service InstitutionsA.Savings AssociationsB.Credit UnionsC.Money Market FundsD.Mutual FundsE.Hedge FundsF.Security Brokers and DealersG.Investment BankersH.Finance CompaniesI.Financial Holding CompaniesJ.Life and Property/Casualty Insurance CompaniesIV. T he Services Banks and Many of Their Closest Competitors Offer the PublicA. S ervices Banks Have Offered Throughout History1.Carrying Out Currency Exchanges2.Discounting Commercial Notes and Making Business Loans3.Offering Savings Deposits4.Safekeeping of Valuables and Certification of Value5.Supporting Government Activities with Credit6.Offering Checking Accounts (Demand Deposits)7.Offering Trust ServicesB. S ervices Banks and Many of Their Financial-Service Competitors HaveOffered More Recently1.Granting Consumer Loans2.Financial Advising3.Managing Cash4.Offering Equipment Leasing5.Making Venture Capital Loans6.Selling Insurance Policies7.Selling Retirement PlansC. Dealing in Securities: Offering Security Brokerage and Investment Banking Services1. Offering Security Underwriting2. Offering Mutual Funds and Annuities3. Offering Merchant Banking Services4. Offering Risk Management and Hedging ServicesV. Key Trends Affecting All Financial-Service FirmsA. S ervice ProliferationB. R ising CompetitionC. G overnment DeregulationD. A n Increasingly Interest-Sensitive Mix of FundsE. T echnological Change and AutomationF. C onsolidation and Geographic ExpansionG. C onvergenceH. G lobalizationVI. T he Plan of This BookVII. S ummaryConcept Checks1-1. What is a bank? How does a bank differ from most other financial-service providers?A bank should be defined by what it does; in this case, banks are generally those financial institutions offering the widest range of financial services. Other financial service providers offer some of the financial services offered by a bank, but not all of them within one institution.1-2. Under U.S. law what must a corporation do to qualify and be regulated as a commercial bank?Under U.S. law, commercial banks must offer two essential services to qualify as banks for purposes of regulation and taxation, demand (checkable) deposits and commercial loans. More recently, Congress defined a bank as any institution that could qualify for deposit insurance administered by the FDIC.1-3.Why are some banks reaching out to become one-stop financial service conglomerates? Is this a good idea in your opinion?There are two reasons that banks are increasingly becoming one-stop financial service conglomerates. The first reason is the increased competition from other types of financial institution s and the erosion of banks’ traditional service areas. The second reason is the Financial Services Modernization Act which has allowed banks to expand their role to be full service providers.1-4. Which businesses are banking’s closest and toughest com petitors? What services do they offer that compete directly with banks’ services?Among a bank’s closest competitors are savings associations, credit unions, money market funds, mutual funds, hedge funds, security brokers and dealers, investment banks, finance companies, financial holding companies, and life andproperty-casualty insurance companies. All of these financial service providers are converging and embracing each other’s innovations. The Financial Services Modernization Act has allowed many of these financial service providers to offer the public one-stop shopping for financial services.1-5. What is happening to banking’s share of the financial mark etplace and why? What kind of banking and financial system do you foresee for the future if present trends continue?The Financial Services Modernization Act of 1999 allowed many of the banks’ closest competitors to offer a wide array of financial services thereby taking away market share from “traditional” banks. Banks and their closest competitors are converging into one-stop shopping for financial services and this trend should continue in the future1-6. What different kinds of services do banks offer the public today? What services do their closest competitors offer?Banks offer the widest range of services of any financial institution. They offer thrift deposits to encourage saving and checkable (demand) deposits to provide a means of payment for purchases of goods and services. They also provide credit through direct loans, by discounting the notes that business customers hold, and by issuing credit guarantees. Additionally, they make loans to consumers for purchases of durable goods, such as automobiles, and for home improvements, etc. Banks also manage the property of customers under trust agreements and manage the cash positions of their business customers. They purchase and lease equipment to customers as an alternative to direct loans. Many banks also assist their customers with buying and selling securities through discount brokerage subsidiaries, the acquisition and sale of foreign currencies, the supplying of venture capital to start new businesses, and the purchase of annuities to supply future funding at retirement or for other long-term projects such as supporting a college education. All of these services are also offered by their closest competitors. Banks and their closest competitors are converging and becoming the financial department stores of the modern era.1-7. What is a financial department store? A universal bank? Why do you think these institutions have become so important in the modern financial system? Financial department store and universal bank refer to the same concept. A financial department store is an institution where banking, fiduciary, insurance, and security brokerage services are unified under one roof. A bank that offers all these services is normally referred to as a universal bank. These have become important because of convergence and changes in regulations that have allowed financial service providers to offer all services under one roof1-8. Why do banks and other financial intermediaries exist in modern society, according to the theory of finance?There are multiple approaches to answering this question. The traditional view of banks as financial intermediaries sees them as simultaneously fulfilling the financial-service needs of savers (surplus-spending units) and borrowers(deficit-spending units), providing both a supply of credit and a supply of liquid assets. A newer view sees banks as delegated monitors who assess and evaluate borrowers on behalf of their depositors and earn fees for supplying monitoring services. Banks also have been viewed in recent theory as suppliers of liquidity andtransactions services that reduce costs for their customers and, through diversification, reduce risk. Banks are also critical in the payment system for goods and services and have played an increasingly important role as a guarantor and a risk management role for customers.1-9. How have banking and the financial services market changed in recent years? What powerful forces are shaping financial markets and institutions today? Which of these forces do you think will continue into the future?Banking is becoming a more volatile industry due, in part, to deregulation which has opened up individual banks to the full force of the financial marketplace. At the same time the number and variety of banking services has increased greatly due to the pressure of intensifying competition from nonbank financial-service providers and changing public demand for more conveniently and reliably provided services. Adding to the intensity of competition, foreign banks have enjoyed success in their efforts to enter countries overseas and attract away profitable domestic business and household accounts.1-10. Can you explain why many of the forces you named in the answer to the previous question have led to significant problems for the management of banks and other financial firms and their stockholders?The net result of recent changes in banking and the financial services market has been to put greater pressure upon their earnings, resulting in more volatile returns to stockholders and an increased bank failure rates. Some experts see banks' role and market share shrinking due to restrictive government regulations and intensifying competition. Institutions have also become more innovative in their service offerings and in finding new sources of funding, such as off-balance-sheet transactions. The increased risk faced by institutions today, therefore, has forced managers to more aggressively utilize a wide array of tools and techniques to improve and stabilize their earnings streams and manage the various risks they face. 1-11. What do you think the financial services industry will look like 20 years from now? What are the implications of your projections for its management today? There appears to be a trend toward continuing consolidation and convergence. There are likely to be fewer financial service providers in the future and many of these will be very large and provide a broad range of financial services under one roof. In addition, global expansion will continue and will be critical to the survival of many financial service providers. Management of financial service providers willhave to be more technologically astute and be able to make a more diverse set of decisions including decisions about mergers, acquisitions and global expansion as well as new services to add to the firm.Problems and Projects1. You have just been hired as the marketing officer for the new First National Bank of Vincent, a suburban banking institution that will soon be serving a local community of 120,000 people. The town is adjacent to a major metropolitan area with a total population of well over 1 million. Opening day for the newly chartered bank is just two months away, and the president and the board of directors are concerned that the new bank may not be able to attract enough depositors and good-quality loan customers to meet its growth and profit projections. There are 18 other financial-service competitors in town, including two credit unions, three finance companies, four insurance agencies, and two security broker offices. Your task is to recommend the various services the bank should offer initially to build up an adequate customer base. You are asked to do the following:a.Make a list of all the services the new bank could offer, according to current regulations.b.List the type of information you will need about the local community tohelp you decide which of the possible services are likely to have sufficientdemand to make them profitable.c.Divide the possible services into two groups--those you think are essentialto customers and should be offered beginning with opening day, and thosethat can be offered later as the bank grows.d. Briefly describe the kind of advertising campaign you would like to run tohelp the public see how your bank is different from all the other financialservice providers in the local area. Which services offered by the nonblankservice providers would be of most concern to the new bank’smanagement?Banks can offer, if they choose, a wide variety of financial services today. These services are listed below. However, unless they are affiliated with a larger bank holding company and can offer some of these services through that company, it may be more limited in what it can offer.Regular Checking Accounts Management Consulting Services NOW Accounts Letters of CreditPassbook Savings Deposits Business Inventory Loans Certificates of Deposit Asset-Based Commercial Loans Money Market Deposits Discounting of Commercial Paper Automobile Loans Plant and Equipment Loans Retirement Savings Plans Venture Capital LoansNonauto Installment Loans to IndividualsResidential Real Estate Loans Leasing Plans for Business Property and EquipmentHome Improvement Loans Security Dealing and Underwriting Personal Trust Management Services Discount Security BrokerageCommercial Trust Services Institutional Trust Services Foreign Currency Trading and ExchangePersonal Financial Advising Personal Cash-Management ServicesInsurance Policy Sales (Mainly Credit-Life)Insurance Today (Except in Some States)) Standby Credit Guarantees Acceptance FinancingTo help the new bank decide which services to offer it would be helpful to gather information about some of the following items in the local community:School Enrollments and Growth in School EnrollmentsEstimated Value of Residential and Commercial PropertyRetail SalesPercentage of Home Ownership Among Residents in the AreaNumber and Size (in Sales and Work Force) of Local Business Establishments Major Population Locations (i.e., Major Subdivisions, etc.) and Any Projected Growth AreasPopulation Demographics (i.e., Age Distribution of the Area)Projected Growth Areas of Industries in the AreaEssential services the bank would probably want to offer right from the beginning includes:Regular Checking Accounts Home Improvement Loans Automobile and other Consumer-type Money Market Deposit Accounts Installment Loans Retirement Savings PlansNOW Accounts Business Inventory LoansPassbook Savings Deposits Discounting of High-QualityCommercial NotesResidential Real Estate LoansCertificates of DepositAs the bank grows, opportunities for the profitable sale of additional services usually increase, especially for trust services for individuals and smaller businesses and personal financial advising as well as some commercial (plant and equipment) loans and leases. Further growth may result in the expansion of commercial trust services as well as a widening variety of commercial loans and credit guarantees.The bank would want to develop an advertising campaign that sends a message to potential customers that the new bank is, indeed, different from its competitors. Small banks often have the advantage of offering highly personalized services in which their customers are known and recognized and services are tailored to each individual customer's special financial needs. Quality and reliability of banking service are often more important to individual customers than is price. A new bank must try to sell prospective customers, most of who will come from other banks in the area, on personalized services, quality, and reliability - all three of which should be emphasized in its advertising program.2. Leading money center banks in the United States have accelerated their investment banking activities all over the globe in recent years, purchasing corporate debt securities and stock from their business customers and reselling those securities to investors in the open market. Is this a desirable move by these banking organizations from a profit standpoint? From a risk standpoint? From the public interest point of view? How would you research their question? If you were managing a corporation that had placed large deposits with a bank engaged in such activities, would you be concerned about the risk to your company's funds? What could you do to better safeguard those funds?In the 1970's and early 1980's investment banking was so profitable that commercial bankers were lured into the investment banking business largely because of its greater profit potential than possessed by more traditional commercial banking activities. Later foreign banks, particularly the British and Japanese banking firms, began to attract away large corporate customers from U.S. banks, who were restrained by regulation from offering many investment banking services. Thus, U.S. banks ran into severe difficulty in simply trying to hold onto their traditional corporate credit and deposit accounts because they could not compete service-wise in the investment banking field. Today, banks are allowed to underwrite securities through either a subsidiary or through a holding company structure. This change occurred as part of the Gramm-Leach-Bliley Act (Financial Services Modernization Act).Unfortunately, if investment banking is more profitable than traditional banking product lines, it is also more risky, consistent with the basic tenet of finance that risk and return are directly related. That is why the Federal Reserve Board has placed such strict limits on the type of organization that can offer these services. Currently, the underwriting of most corporate securities must be done through a subsidiary or as a separate part of the holding company so that, in theory at least, the bank is not responsible for any losses incurred. For this reason there may be little reason for depositors (including large corporate depositors) to be concerned about risk exposure from investment banking. Moreover, the ability to offer such services may make U.S. banks more viable in the long run which helps their corporate customers who depend upon them for credit.On the other hand, opponents of investment banking powers for bank operations inside the U.S. have some reasonable concerns that must be addressed. There are, for example, possible conflicts of interest. Information gathered in the investment banking division could be used to the detriment of customers purchasing other bank services. For example, a customer seeking a loan may be told that he or she must buy securities from the bank's investment banking division in order to receive a loan. Moreover, banks could gain effective control over some nonblank industrial corporations which might subject them to added risk exposure and place industrial firms not allied with banks at a competitive disadvantage. As a result theGramm-Leach-Bliley Act has built in some protections to prevent this from happening.3. The term bank has been applied broadly over the years to include a diverse set of financial-service institutions, which offer different financial service packages.Identify as many o f the different kinds of “banks” as you can. How do the “banks” you have identified compare to the largest banking group of all – the commercial banks? Why do you think so many different financial firms have been called banks? How might this terminological confusion affect financial-service customers?The general public tends to classify anything as a bank that offers some sort of financial service, especially deposit and loan services. Other institutions that are often referred to as a bank without being one are savings associations, credit unions, money market funds, mutual funds, hedge funds, security brokers and dealers, investment banks, finance companies, financial holding companies and life and property/casualty insurance companies. All of these institutions offer some of the services that a commercial bank offers, but generally not the entire scope of services. Since providers of financial services are normally called banks by the general public they are able to take away business from traditional banks and it is of utmost importance for commercial banks to clarify their unique position among financial services providers.4. What advantages can you see to banks affiliating with insurance companies? How might such an affiliation benefit a bank? An insurer? Can you identify any possible disadvantages to such an affiliation? Can you cite any real world examples of bank-insurer affiliations? How well do they appear to have worked out in practice?Before Glass-Steagall banks used to sell insurance services to their customers on a regular basis. in particular, banks would sell life insurance companies to loan customers to ensure repayment of the loan in case of death or disablement. These reasons still exist today and the right to sell insurances to customers again benefits banks in allowing them to offer their customers complete financial packages from financing the home or car to insure it, from giving investment advice to selling life insurance policies and annuities for retirement planning. Generally, a bank customer who is already purchasing a service from a bank might feel compelled to purchase an insurance product, as well. On the other hand, insurance companies sometimes have a negative image, which makes it more difficult to sell certain insurance products. Combining their products with the trust that people generally have in banks will make it easier for them to sell their products. The most prominent example of a bank-insurer affiliation is the merger of Citicorp and Traveler’s Insurance to Citigroup. However, given that Citigroup has sold Traveler’s Insurance indicates that the anticipated synergy effects did not materialize.5. Explain the difference between consolidation and convergence. Are these trends in banking and financial services related? Do they influence each other? How? Consolidation refers to increase in the size of financial institutions and the decline in the number of small independently owned banks and financial service providers. Convergence is the bringing together of firms from different industries to createconglomerate firms offering multiple services. Clearly, these two trends are related. In their effort to compete with each other, banks and their closest competitors have acquired other firms in their industry as well across industries to provide multiple financial services in multiple markets.6. What is a financial intermediary? What are their key characteristics? Is a bank a type of financial intermediary? Why? What other financial-services companies are financial intermediaries? What important role within the financial system do financial intermediaries play?A financial intermediary is a business that interacts with deficit spending individuals and institutions and surplus spending individuals and institutions. For that reason any financial service provider (including banks) is considered a financial intermediary. In their function as intermediaries they act as a bridge between the deficit and surplus spending units by offering financial services to the surplus spending individuals and then loaning those funds to the deficit spending individuals. Financial intermediaries accelerate economic growth by increasing the pool of available funds and lowering the risk of investments through diversification.。

跨太平洋伙伴关系协定跨太平洋伙伴关系协定(TTP)，也被称作经济北约，是目前重要的国际多边经济谈判组织，那么tpp协议内容是什么？tpp功能是什么意思？一起来看看关于《跨太平洋伙伴关系协定》(TPP)的解析及《跨太平洋伙伴关系协定》(TPP)的正文原文中英文对照。

跨太平洋伙伴关系协定(TPP) 跨太平洋伙伴关系协定(Trans-Pacific Partnership Agreement)，也被称作经济北约，是目前重要的国际多边经济谈判组织，前身是跨太平洋战略经济伙伴关系协定(Trans-Pacific Strategic Economic Partnership Agreement，P4)。

是由亚太经济合作组织成员国中的新西兰、新加坡、智利和文莱四国发起，从2002年开始酝酿的一组多边关系的自由贸易协定，原名亚太自由贸易区，旨在促进亚太地区的贸易自由化。

TPP成员国之间会带来产品、服务价格下降，物流速度增加，各国可以取长补短，消费者是最直接的受益者之一。

但是贸易开放一直都是一把双刃剑，有领域受益，就有领域受伤。

成员国的国家利益或某些产业的利益可能会因此受到他国的冲击，这一问题在关税方面尤其突出。

TPP谈判始于2010年3月，谈判由两大类内容构成：一是知识产权保护规则等12个谈判参与国一起决定的领域;二是如某类商品进口关税减免等双边磋商领域。

2015年10月5日，跨太平洋战略经济伙伴关系协定(TPP)终于取得实质性突破，美国、日本和其他10个泛太平洋国家就TPP达成一致。

12个参与国加起来所占全球经济的比重达到了40%。

TPP 将对近18000种类别的商品降低或减免关税。

[1]2016年2月4日，美国、日本、澳大利亚、文莱、加拿大、智利、马来西亚、墨西哥、新西兰、秘鲁、新加坡和越南12个国家在奥克兰正式签署了跨太平洋伙伴关系协定(TPP)协议。

TPP协定需要各国立法部门(国会、议会)批准通过，整个TPP 生效还需要很长时间。

供应商开发和管理规定集团供应商开发和管理规定（试行）本规定的目的是为了明确供应商开发方式，规范供应商开发工作，提升供应商开发效率，加强供应商管理，保证供应商数量和质量。

本规定适用于集团一级采购目录中各类供应商的开发和管理工作。

二级采购的开发和管理规定由项目建设指挥部、基地参照本规定制订，并报采购部备案。

采购部负责根据公司战略发展和业务需求，择优开发、储备供应商资源。

同时，采购部还负责培育和发展战略合作供应商，建立完善的供应商数据库，并组织对合格供应商进行评估、考核，以及开发OEM供应商。

设计研究院参与供应商的技术交流，工厂考察和供应商用户现场考察，并进行供应商技术评估。

财务部负责审核供应商财务报表。

项目管理中心、项目建设指挥部参与土建、机电安装供应商的考察和评估。

具体采购分类详见《集团采购管理规定（试行）》附件一、二级采购名录。

供应商开发流程包括需求收集与整理、潜在供应商信息搜集、供应商筛选、评估、供应商名单审批和合格供应商入库。

为围绕集团发展和项目需求，采购部与设计研究院、项目管理中心、项目建设指挥部等相关部门紧密沟通，前瞻性地预测供应商开发需求，并制定供应商开发计划。

供应商信息搜集主要包括营业执照、资质证书、荣誉证书、业绩文件、经营状况、财务报表、样本资料、质量管理体系认证等。

采购部负责对供应商信息进行搜集汇总，并根据标的的不同对供应商信息进行收集整理并分类。

为了供应商选择和评估的依据之一，凡有意愿与公司建立供应关系的供应商需如实填写《供应商信息登记表》（见附件1）。

在供应商信息登记表中，如有供应商的基本信息或生产经营条件发生变化，需要进行修改和补充。

对于优质供应商的储备数量，原则上设备类为5-8家，土建类和机电安装类则根据项目所在地的不同，分别为3-5家。

但是，根据标的的特殊性情况，可以灵活调整，并向采购部负责人进行报告和评定。

在一级采购中，采购部会对搜集到的信息进行分类和整理，结合公司的战略目标和项目进度情况，筛选供应商。

Micropacked Column Inlet and FID Adaptor Kits Installation of a 1/16" Micropacked Column Adaptor Kit for On-Column Injection in an Agi-lent 5890/6890/7890 Split/Splitless Injector (cat.# 22425 or 22427).1. Remove the inlet adaptor fitting from the injection port; it will not be required.2. Remove the replacement inlet adaptor fitting from the adaptor kit (Figure 1). Place the sup-plied inlet seal (Figure 2) into the inlet adaptor fitting (conical side down). Note: The inlet sealincorporates a Vespel/graphite sealing ring on each side to eliminate the need for a metalwasher (Figure 2).3. Thread the inlet adaptor fitting onto the injector until it seats against the bottom of the injector.Using a ½" wrench, tighten the adaptor ~ 1/8th of a turn. Do not overtighten.4. Remove the weldment from the top of the injector to allow installation of the Siltek-treatedmetal liner installation guide (Figure 3). Place the O-ring on the liner near the conical end.Insert the guide into the injector with the conical end facing upward. Reinstall the weldmentand tighten securely.5. Straighten ~ 10 cm of the column end by holding the column securely in one hand, and withthe other hand, slide your fingers toward the end of the column, gripping it firmly. Slide thesupplied 1/16" nut (Figure 4) onto the column followed by the supplied 1/16" Vespel/graphite fer-rule (Figure 5). Note: Point the end of the column downward when placing the ferrule onto thecolumn to prevent any ferrule shards from entering the column.6. Measure 10 cm from the end of the column and make an identifying mark on the column. Thiswill be the insertion distance into the injector.7. Insert the column into the injector until the identifying mark nears the bottom of the reducingnut. Slide the 1/16" nut and ferrule into contact with the reducing nut. Finger-tighten the nut,followed by an additional 1/4 to ½ turn using a 5/16" wrench. The identifying mark should beslightly visible below the 1/16" nut, indicating proper insertion. Note: If resistance is encoun-tered while inserting the column into the injector, remove the column and be certain there areno significant bends.8. Turn on the carrier gas and check all fittings for leaks using an electronic leak detector(cat.# 28500). If you observe a leak, tighten the inlet adaptor fitting and/or the 1/16" nut by anadditional 1/8 turn until it stops leaking.Note: For FID adaptor, see next page.Convert a capillary GC split/splitless inlet for use with 1/16" micropacked columns.• For use with Agilent 5890, 6890, and 7890 GCs with split/splitless injection ports.• For use with 1/16" OD micropacked columns.• Sample pathways deactivated for ultimate inertness.Installation of a 1/16" Micropacked Column Adaptor Kit (cat.# 22424 or 22426) into anAgilent 5890/6890/7890 with a Split/Splitless Inlet.1. Remove the existing reducing nut from the injection port; it will not be required.2. Remove the replacement inlet adaptor fitting from the adaptor kit (Figure 1). Place the sup-plied inlet seal (Figure 2) into the inlet adaptor fitting (conical side facing down). Note: The inletseal incorporates a Vespel/graphite sealing ring on each side to eliminate the need for a metalwasher (Figure 2).3. Thread the inlet adaptor fitting onto the injector until it seats against the bottom of the injector.Using a ½" wrench, tighten the adaptor ~ 1/8th of a turn. Do not overtighten.4. Straighten ~ 10 cm of the column end by holding the column securely in one hand, and withthe other hand, slide your fingers toward the end of the column, gripping it firmly. Slide thesupplied 1/16" nut (Figure 3) onto the column, followed by the supplied 1/16" Vespel/graphiteferrule (Figure 4). Note: Point the end of the column downward when placing the ferrule ontothe column to prevent any ferrule shards from entering the column.5. Insert the GC column through the 1/16" column sealing nut and a standard 1/16" graphite orgraphite-Vespel capillary ferrule.6. Assemble the other components by sliding the nut and then the ferrule over the column. Makea clean cut across the GC column and install it into the adaptor 30–32 mm from the bottomof the 1/16" sealing nut (Figure 5). This positions the column end a few millimeters above thebottom of the inlet seal. The 1/16" nut should be tightened finger tight and then tighten anadditional 1/4 turn. An installation gauge (cat.# 21399) can help with setting the correct depth.7. Remove the weldment from the top of the injector and install the glass inlet liner (Figure 6).You may use the supplied glass inlet liner, or another of your choice. Make sure you do notuse a liner with a restriction at the bottom, such as a tapered or Uniliner liner, as this candamage the liner. Reinstall the weldment and tighten securely.8. Turn on the carrier gas and check all fittings for leaks using an electronic leak detector(cat.# 28500). If you observe a leak, tighten the inlet adaptor fitting and/or the 1/16" nut by anadditional 1/8 turn until it stops leaking.Note: For FID adaptor, see next page.Bore Figure 6: 4 mm Splitless Liner, Standard Deactivation Inlet Adaptor Fitting Figure 4: 1/16" Nuts, Stainless Steel Figure 3: Siltek-Treated Metal Liner Installation Guide Figure 2: Dual Vespel Ring Inlet Seal, Large Bore Figure 5: 1/16" Ferrules, Vespel/GraphiteFigure 1: Inlet Adaptor Fitting, Large Bore 30-32mm28500Description qty.cat.#Replacement PartsReplacement Inlet Seals for Micropacked Column Adaptor Dual Vespel ring inlet seals, large bore (2)2-pk.22429Replacement Metal Liner Installation Guide for On-Column Injection, Siltek Treated ea.22430Replacement 4 mm Splitless Liner 5-pk.20773Restek Electronic Leak Detector ea.28500© 2020 Restek Corporation. All rights reserved. Printed in the U.S.A.#203-03-028 Rev. date: 05/20Restek patents and trademarks are the property of Restek Corporation. (See /Patents-Trademarks for full list.) Other trademarks in Restek literature or on its website are the property of their respective owners. Restek registered trademarks are registered in the U.S. and may also be registered in other countries.Questions about this or any other Restek product?Contact us or your local Restek representative (/contact-us).Convert a Capillary FID for Use with Micropacked Column• For use with Agilent 5890, 6890, and 7890 GCs.• For use with 1/16" OD micropacked columns.Micropacked Column Adaptor Kit for FID Connection (cat.# 22428)1. Remove the existing fitting from the detector (if present).2. Remove the replacement FID adaptor (Figure 1) from the kit. Holding it vertically, with the screw end facing down, slide the supplied 1/4" nut with the threads facing up onto the FID adaptor, followed by the supplied 1/4" Vespel/graphite ferrule with the tapered end facing up (Figure 1). Insert the adaptor into the detector and finger-tighten, followed by an additional ~ ½ turn using a 9/16" wrench.3. Straighten approximately ~ 7.5 cm of the column end by holding the column securely in one hand, and with the other hand, slide your fingers toward the end of the column, gripping it firmly. Slide the supplied 1/16" nut (Figure 2) onto the column, followed by the supplied 1/16" Vespel/graphite ferrule (Figure 3). Note: Point the end of the column downward when placing the ferrule onto the column to prevent any ferrule shards from entering the column.4. Insert the column into the detector until the end of the column stops against the bottom of the FID jet. Pull the column back approximately 1 mm. Finger-tighten the nut, followed by an additional ~ 1/4 turn using a 5/16" wrench.5. Turn on the carrier gas and leak check with a Restek electronic leak detector (cat.# 28500). If you observe a leak, tighten the FID adaptor and/or the 1/16" nut by an additional 1/8 turn until it stops leaking.Figure 2:1/16" Nuts, Stainless Steel Figure 1: FID Adaptor, Large Bore; 1/4" Ferrule, Vespel/Graphite; 1/4" Nut, Stainless Steel; 1/16" Nut, Stainless Steel; 1/16" Ferrule, Vespel/Graphite Figure 3: 1/16" Ferrules, Vespel/Graphite 224292243020773。

ISPE Guide: Science and Risk-Based Approach for the Delivery of Facilities, Systems, and EquipmentChapter 1 Preview1 IntroductionThis Guide is a key part of the validation life cycle approach to quality assurance to ensure the manufacture of safe and effective products. It presents a structured approach to the delivery of GxP regulated facilities, systems, and equipment. It supports the latest industry and regulatory initiatives, including science based risk management approaches, a focus on product and process understanding, and the application of Quality by Design concepts.The Guide is designed to improve the way in which the industry delivers regulated manufacturing capacity: improving the ability to meet documented process requirements, control risks within the manufacturing process, producing high quality products, and consistently operating to meet product and process requirements.An important aspect of this approach is the need for early and consistent application of the key concepts and principles throughout the life cycle in order to establish and demonstrate suitability for intended use.1.1 BackgroundThe successful delivery of manufacturing facilities (including small, large, new, expansion, or renovation type projects) regulated by various authorities, poses significant challenges to manufacturers, engineering professionals, and equipment suppliers. These facilities are required to meet all applicable GxP regulations, and to comply with all other relevant local and international governing codes, laws, and regulations.As well as these applicable regulations, this Guide is intended to be compatible with:• ICH (International Conference on Harmonization) Guides ICH Q8, (Q(8) R2) , Q9, and Q10 (Reference 3,4,5, Appendix 7)• ASTM Standard E2500-07: Standard Guide for the Design, Specification, and Verification of Pharmaceutical and Biopharmaceutical Manufacturing Systems and Equipment (Reference 14, Appendix 7)These publications emphasize the importance of science-based process understanding and the use of risk management principles to focus the quality management system on these aspects critical to product quality and patient safety.This Guide has been published in support of the principles provided in these publications and to provide specific implementation guidance on meeting the expectations of global regulators as embodied in the ICH documents, as applied to the design and delivery of regulated facilities.Figure 1.1 illustrates the relationships.Figure 1.1: Relationship of this Guide to International GMP Regulations and ICH Guidance DocumentsMore information about the history, development, and regulatory basis of the approach is given in Appendix 5: Regulatory Basis and Background.1.2 Purpose and ObjectivesThe objective of this Guide is to facilitate the translation of the scientific knowledge about the product and process into documented specification, design, and verification of equipment, systems, and facilities which are fit for intended use, and minimize risk to patient safety and product quality.The approach is built on science based quality risk management, and concepts of Quality by Design.1.3 ScopeThis Guide addresses those aspects of planning, specification, design, and delivery of facilities, utilities, equipment, and associated automation necessary to verify that they are fit for intended use.It is intended to cover all pharmaceutical manufacturing (including drug substance, drug product, and biotechnology). It may also be applied to medical device or blood product manufacturing systems and equipment.This Guide is applicable to automation elements associated with equipment and system control, and is harmonized with, and should be read in conjunction with, GAMP 5: A Risk-Based Approach to Compliant GxP Computerized Systems (Reference 16, Appendix 7) and the associated GAMP Good Practice Guide: A Risk-Based Approach to GxP Process Control Systems (Reference 17, Appendix 7)The activities described in this approach address the verification (or qualification) portion of the validation life cycle upon which process validation is built by establishing operating ranges and performance capabilities. Well conceived and executed requirements, specification, design, and verification activities greatly facilitate a successful process validation effort. The Guide is not, however, intended to directly address the provisions of process or product validation portion of the validation life cycle. Furthermore, this Guide does not cover product development activities.The principles contained within this Guide are applicable to the delivery of new commercial manufacturing capability. Its principles also may be used during modifications to existing regulated manufacturing facilities. The use of this Guide for new or existing systems is at the discretion of the regulated company.Where non-engineering issues are covered (e.g., documentation, decision processes), the guidance is provided to show the importance of such topics and the impact they have on the process. Consequently, non-engineering topics are not covered in detail. Specialist advice from an appropriate SME or group should be sought where additional information is required.1.4 BenefitsApplication of the principles outlined in this Guide encourages the industry and individual organizations to reassess the terminology, practices, and roles and responsibilities involved in delivering new manufacturing capacity to focus on the criteria required to establish suitability for intended use. Examples of specific benefits associated with individual key concepts are given in the Key Concepts section below.1.5 KeyConceptsThe approach focuses on establishing that which is critical for the process, product, and patient, and recommends verification strategies for confirming these critical aspects.The following key concepts are applied throughout this Guide:• Science based quality risk management• Product and process understanding• Focus on achieving fitness for intended use• Flexible approach to Specification and Verification• Clarification of roles and responsibilities• Leveraging supplier activities1.5.1 Science Based Quality Risk ManagementThis Guide describes the importance of a QRM program which uses documented risk assessments that focus on identifying, assessing, and controlling the risks to the patient that may be present in the specific manufacturing process, equipment, or facility environment.Those aspects of the design which serve to control risk to the patient are termed critical aspects. Critical aspects may include physical or functional design features. Other critical aspects include those physical or functional design features which serve to meet either a CPP or a CQA. Together, these sources of critical aspects serve to define equipment which is fit for intended use. Equipment, systems, facilities, and the associated automation are fit for intended use if they can achieve the CPP or CQA requirements and eliminate or control risks to the patient.An important aspect of a robust QRM system is the process of ongoing or periodic review.For more information on Quality Risk Management, see Section 7.1.5.2 Product and Process UnderstandingProcess understanding, resulting from scientific investigation, provides the basis for designs which are fit for intended use. Science-based product and process understanding are key inputs to assessing risks to the patient that may be present in the process, equipment, and system design. In the next stage, during commercial manufacturing, process understanding further provides the basis for evaluating deviations and changes and their potential impact on product(s).Science and process understanding, therefore, will be enhanced continually during ongoing operations through improvement projects based on relevant performance monitoring and careful design of experiments. It is important that this enhanced knowledge is recorded, used, and understood.Process understanding begins with knowing the product Critical Quality Attributes (CQAs) and the associated Critical Process Parameters (CPPs). ICH Q8 (R2) (Reference 3, Appendix 7) includes the following definitions:• Critical Quality Attribute (CQA): is a physical, chemical, biological or microbiological property or characteristic that should be within an appropriate limit, range, or distribution to ensure thedesired product quality.• Critical Process Parameters (CPP): is a process parameter whose variability has an impact on a critical quality attribute and therefore should be monitored or controlled to ensure the processproduces the desired quality.CQAs, CPPs, and other process requirements necessary to manufacture a quality product, collectively form process user requirements, which form the starting point for designing facilities and equipment systems which meet their intended purpose.1.5.3 Focus on Achieving Fitness for Intended UseVerification activities should be focused on confirming that the critical aspects of equipment or systems, including associated automation, meet acceptance criteria. Inspections and tests specifically associated with the critical aspects are the inspections and tests which support the determination and approval of fitness for intended use. It should be noted, however, that verification inspections and tests are not limited to critical aspects.1.5.4 Flexible Approaches to Specification and VerificationThere may be several approaches to structure the documents, inspection, and testing activities to install and verify a given facility, and to demonstrate that associated equipment systems are fit for their intended use.This Guide provides examples of approaches to verification that provide flexibility and sufficient verification and documentation practices necessary to meet regulatory expectations.1.5.5 Clarification of Roles and ResponsibilitiesThe roles of Quality Unit and SME are described in the context of the scope of activities covered by this Guide.The Quality Unit has a key role within the quality management system governing facilities, systems, and equipment. In addition to acting as a Subject Matter Expert (SME), the Quality Unit is responsible for overseeing quality and compliance.A key focus of the Quality Unit is identifying and approving those aspects that are required to manufacture a quality product, and to ensure that appropriate procedures are followed to ensure that risks to the patient in the manufacturing systems are adequately controlled. The approach presented recognizes that the GxP regulations provide the Quality Unit with the responsibility for ensuring controls to assure drug product quality. The approach recommends that actual performance of activities that contribute to that assurance, e.g., determine of appropriate procedures and specifications, may be performed by other most qualified departments or units, so long as this is agreed by the Quality Unit and the final Quality Unit review is preserved in the design of the verification/validation program. The Quality Unit is expected to identify, approve, and verify those aspects that are necessary to manufacture a quality product, and to ensure that appropriate procedures are followed to ensure that risks to the patient in the manufacturing systems are adequately controlled.In this Guide, the term Quality Unit is used as an encompassing term that includes many quality-related roles, including those responsibilities covered by the role of Qualified Person (as defined in Article 51 of EU Directive 2001/83/EC).GxP regulations require that persons of appropriate education, training, and experience are used to perform a given task.Subject Matter Experts (SMEs) are defined as those individuals with specific expertise in a particular area or field (for further information, see Chapter x of this Guide).1.5.6 Leveraging Supplier ActivitiesThe quality of supplied equipment, systems, and facilities, as well as the associated supplier documentation, has a major impact on the amount and depth of verification activities performed by the regulated company.Assessment of supplier quality systems should be performed based upon a number of key indicators, including consideration of:• the intended use of the supplied equipment or system and the associated risks to product quality and patient safety• the origin of the equipment or system (the supplier capabilities, including the use of a quality systems approach, GEPs)• the extent the pharmaceutical manufacturer relies upon the work performed by the supplier • experience with the supplier for similar equipmentIn addition, differences in supplier quality systems should be evaluated and the likelihood of unknown differences should be considered.On this basis, supplier inspection and test documentation, as described this Guide, may be leveraged to avoid repeating testing, provided that supplier documentation clearly shows that items of interest have been verified or tested in an appropriate manner.If inadequacies are found in the supplier’s quality management system, technical capability, or application of GEP, then the regulated company may choose to mitigate potential risks by applying specific, targeted, additional verification checks or other controls rather than simply repeating supplier activities and replicating vendor documentation.Potential effects of shipping, transit, or storage on the functionality or use of supplied equipment, systems, and facilities should be considered during the development of overall system or equipment test plans.Equipment and system testing, conducted prior to final installation in the facility, should be evaluated to assure its validity to support the intended use within the facility.1.5.7 Benefits of These ConceptsSome specific benefits arising from the application of these Key Concepts are given Table 1.1.Table 1.1 Benefits Arising from the Application of Key ConceptsKey Concept Expected BenefitProduct and process understanding Improvements in design to meet science-based process requirementsScience-Based Quality Risk Management Risk assessment tools based on analyzing risk to the patient will provide better definition of critical aspects, and may save effort in execution (versus system and component impact assessment).Focus on achieving fitnessfor intended useNeed some included hereFlexible approaches toverificationImproved effectiveness and lower cost of inspections and testing.Clarification of roles and responsibilities Better application of resources and better conformance to GxP regulations.• SMEs define critical aspects, verification strategies, acceptance criteria, test methods, execute tests, and review results.Key Concept Expected Benefit• SMEs can adjudicate on most departures from specificationusing change management as required.• Role of QA is focused on ensuring that quality procedures are inplace and followed.• QA approves acceptance criteria of critical aspects. Supports thedelivery of effective process validation programsLeveraging supplierAvoiding repeated specification and verification activities activities# # #。

SUPPLIER QUALIFICATION AND MONITORING PROCEDURE 供应商资格认可与监控程序DOC NO. : REV :QP-4.6-3 16Date 27-Mar-2001Rev 00Revision History Initial Release (Revised from CQP-06-2, Rev 05) Obsolete Supplier Qualification Procedure CQP-06-2, Rev 05 Revised procedure to include the following forms under section 5. Form # : 01-X (QP-4.6-3) Supplier Survey Form Form # : 02-X (QP-4.6-3) Supplier Assessment Checklist Form # : 03-X (QP-4.6-3) Vendor Profile Form Revised procedure to comply with TL 9000 Rel 3.0 requirements. Remove 2 unused forms from procedure: Supplier Assessment Checklist (Form # : 02-0 [QP4.6-4]); Vendor Profile Form (Form # : 03-0[QP-4.6-3}]) Add Supplier Survey Result Form (Form #: 04-0 [QP4.16-3]) Revise supplier rating criteria; Change title from supplier qualification procedure to supplier qualification and monitoring procedure; Add TS requirement in 7.1.6 and 7.1.7; Add “key supplier” definition in 3.7 Change Appendix A Add QCD Index calculation Change 7.7 to supplier quality management system development Change class “B” criteria to more th Amend Supplier Questionnaire form to add survey result form and Chinese explanation; change from 01-4 (QP4.6-3) to 01-5 (QP-4.6-3). Delete Supplier Survey Result Form # 04-0 (QP-4.6-3) as this is integrate into Form # 01-5 (QP-4.6-3) Add Supplier Annual Assessment Form # 05-0 (QP-4.63) Amend section 7.1.5 to reflect “Form # 01-5 (QP-4.6-3)” instead of “Form # 04-0 (QP-4.6-3). Add 7.1.8 to add requirement for keeping supplier assessment report and supplier certificates in Aztech internal FTP. Add 7.2.4 to monitor supplier’s ECN and DCN Amend item2 of Measurement of Quality Performance from SQM team to add customer complaint. Add 7.1.8 to add TL9000 requirement. Revise 7.7.1 to add TL9000 requirement and replace “Monthly Supplier Quality Management Report” with “Supplier Quality Performance Measurement” report. Revise New supplier survey form to Form # : 01-6 (QP4.6-3). Revise annual supplier assessment form to Form # : 051 (QP-4.6-3). Add Supplier Quality Performance Measurement Form #: 06-0 (QP-4.6-3). Revise Appendix A to change measurement criteria ofOriginator17-Apr-20010108-Nov-2003 10-Mar-200702 03-23-Apr-2008 04 25-Apr-08 17-Mar-2009 05 06 -12-May-2009 07 -21-May-200908-30-Jan-201009-Form # : 01-2 [QP-4.5-1]SUPPLIER QUALIFICATION AND MONITORING PROCEDURE 供应商资格认可与监控程序DOC NO. : REV :QP-4.6-3 1618-Jan-20111011-Apr-20111122-Jun-201112quality performance and add supplier quality performance grading criteria. - Revise QCD Index Performance Grading criteria in section 7.6.2. - Add 7.6.3 supplier quality audit; 增添 7.6.3 供应商审核； - Add 7.6.4 supplier disqualification; 增添 7.6.4 供应商/转包商资格取消； - Add Form #: 07-0 (QP-4.6-3) Supplier Annual Audit Plan Sheet; 增添 Form #: 07-0 (QP-4.6-3) 供应商年度审核计划 表； - Add Form #: 08-0 (QP-4.6-3) Supplier Audit Corrective action list; 增添 Form #: 08-0 (QP-4.6-3)供应商审核改善对策清 单； - Add Form#: 09-0(QP-4.6-3) Supplier Disqualification Request form; 增添 Form #: 09-0 (QP-4.6-3) 供应商资格取消申请表； - Add Chinese translation for procedure. 添加程序的中文翻译。

宠物餐厅计划书英语Pet Cafe Business Plan.1. Executive Summary.In this fast-paced world, pets have become an integral part of our families, and their welfare and happiness are of utmost importance. Recognizing this trend, we propose the establishment of a unique Pet Cafe that offers not just food and beverages but also a relaxing and enjoyable atmosphere for both pets and their owners. Our cafe will cater to the needs of pet owners, providing them with a space to socialize, while their pets enjoy a variety ofpet-friendly activities and delicious treats.2. Company Description.Our Pet Cafe will be a one-stop destination for pet owners, offering a range of services including pet-friendly dining, play areas, grooming services, and pet-relatedworkshops. Our mission is to create a space where pets can play safely and owners can relax, while enjoying the company of like-minded individuals. Our vision is to become the preferred destination for pet owners in the city, providing them with a comfortable and welcoming environment.3. Market Analysis.The pet industry is booming, with an increasing numberof pet owners willing to spend on their pets' welfare.There is a growing demand for pet-friendly spaces where owners can take their pets for a meal or a social outing. Our Pet Cafe will cater to this demand, providing a safeand enjoyable environment for both pets and owners.4. Organization and Management.Our team consists of experienced entrepreneurs and pet lovers who understand the importance of providing quality services to pet owners. We have a strong focus on customer service and pet care, ensuring that each visit to our cafeis a pleasant experience. Our management team will beresponsible for day-to-day operations, while our marketing team will focus on promoting our brand and attracting new customers.5. Services and Products.Our Pet Cafe will offer a variety of services and products to cater to the needs of pet owners. These include:Pet-friendly dining area with a range of healthy and delicious menu options for both humans and pets.Dedicated play areas for dogs, cats, and other small pets, equipped with toys and safety features.Grooming services provided by professional groomers.Pet-related workshops and events, such as training sessions, pet photography, and pet birthday parties.6. Marketing and Sales Strategy.Our marketing strategy will focus on creating awareness about our Pet Cafe and attracting pet owners in the city. We will utilize social media platforms, online advertising, and word-of-mouth marketing to reach our target audience. Additionally, we will collaborate with local pet stores and veterinarians to cross-promote our services and attract new customers.7. Funding Request.To establish our Pet Cafe, we are seeking an initial investment of [specific amount] to cover the costs of rent, interior design, furniture, equipment, marketing, and operational expenses for the first six months. We believe that with the right investment and execution, our Pet Cafe has the potential to become a profitable and successful business.8. Financial Projections.Based on our market analysis and projections, we expect to achieve break-even within the first year of operation.Within three years, we aim to establish ourselves as the leading pet-friendly cafe in the city, with a steady stream of customers and a profitable business model.9. Appendix.Detailed financial projections and budgets.Floor plan and interior design concepts.List of suppliers and partners.Bios of the founding team and key management personnel.In conclusion, our Pet Cafe has the potential to become a popular and profitable business that caters to thegrowing demand for pet-friendly spaces. With the right investment and execution, we are confident that our cafewill provide pet owners with a unique and enjoyable experience while fostering a stronger bond between pets and their owners.。

《跨太平洋伙伴关系协定》(TPP)正文全文中英文对照跨太平洋伙伴关系协定(TTP)，也被称作经济北约，是目前重要的国际多边经济谈判组织，那么tpp协议内容是什么？tpp功能是什么意思？一起来看看关于《跨太平洋伙伴关系协定》(TPP)的解析及《跨太平洋伙伴关系协定》(TPP)的正文原文中英文对照。

跨太平洋伙伴关系协定(TPP)跨太平洋伙伴关系协定(Trans-Pacific Partnership Agreement)，也被称作经济北约，是目前重要的国际多边经济谈判组织，前身是跨太平洋战略经济伙伴关系协定(Trans-Pacific Strategic Economic Partnership Agreement，P4)。

是由亚太经济合作组织成员国中的新西兰、新加坡、智利和文莱四国发起，从2002年开始酝酿的一组多边关系的自由贸易协定，原名亚太自由贸易区，旨在促进亚太地区的贸易自由化。

TPP成员国之间会带来产品、服务价格下降，物流速度增加，各国可以取长补短，消费者是最直接的受益者之一。

但是贸易开放一直都是一把双刃剑，有领域受益，就有领域受伤。

成员国的国家利益或某些产业的利益可能会因此受到他国的冲击，这一问题在关税方面尤其突出。

TPP谈判始于2010年3月，谈判由两大类内容构成：一是知识产权保护规则等12个谈判参与国一起决定的领域;二是如某类商品进口关税减免等双边磋商领域。

2015年10月5日，跨太平洋战略经济伙伴关系协定(TPP)终于取得实质性突破，美国、日本和其他10个泛太平洋国家就TPP达成一致。

12个参与国加起来所占全球经济的比重达到了40%。

TPP将对近18000种类别的商品降低或减免关税。

[1]2016年2月4日，美国、日本、澳大利亚、文莱、加拿大、智利、马来西亚、墨西哥、新西兰、秘鲁、新加坡和越南12个国家在奥克兰正式签署了跨太平洋伙伴关系协定(TPP)协议。

TPP协定需要各国立法部门(国会、议会)批准通过，整个TPP生效还需要很长时间。

章节（条款）4.35.1.1 5.1.26.1.2.37.1.3.17.1.5.3 .2 7.2.17.5.3.2 .18.18.2.1 8.2.3.1 .18.2.3.1 .28.2.3.1 .3 8.3.1.18.3.2.18.3.48.3.4.48.4.1.3 8.4.2.18.4.2.2 8.4.2.38.4.2.4 8.5.1.2 8.5.2 8.6.18.6.2 8.6.3 8.6.6 8.7.1.19.1 9.1.1.19.1.2 9.1.2.19.2.2.39.3.1.1 9.3.210.2.1 10.2.2 10.2.5更多免费质量管理相关资料，请微信搜索公众号“体系君”，或扫码关注。

要求（具体描述）Determining the scope of the quality management systemCorporate Responsibility：The organization shall comply with Basic Working Conditions in the Global Terms and Conditions and the related Supplier Social Responsibility and Anti-CorruptionRequirements Web-Guide .组织应遵守基本的全球条款和工作条件条件，相关供应商的社会责任和反腐败要求。

The organization is also encouraged to adopt and enforce a similar code with Ford’s Policy组织还应鼓励采取和实施类似ford的代码与政策.Customer focus:The organization shall demonstrate enhanced customer satisfaction by meeting the continuous improvement requirements of Q1, as demonstrated in the organization’s QOS (Quality Operating System).组织必须通过满足Q1持续改善的要求来证实顾客满意的提高，并在组织的QOS（质量运行系统）中被证实。