World-leading clusters and partnerships

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preventing medical pharmaceutical barriers from travelers

Question:What are the barriers to Canadian participation in global supply chains?
on 09/25/2016 1474813906
all the time people ha have trouble entering canada,because of disablity that requires prescription drugs on a routine basis   and what i was think .... Read more

all the time people ha have trouble entering canada,because of disablity that requires prescription drugs on a routine basis

 

and what i was thinking of is a international partnership, so everyone can be accomidated 

which should be offered to as much places as possible,

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Barriers for Canadian Mining Sector to Participate in the Global Supply Chains

Question:What are the barriers to Canadian participation in global supply chains?
on 09/23/2016 1474660767
Tags: mining 
Some of the barriers for Canadian Mining Sector to participate in global supply chains are: Limited knowledge in foreign business culture Politica .... Read more

Some of the barriers for Canadian Mining Sector to participate in global supply chains are:

  1. Limited knowledge in foreign business culture
  2. Political risk
  3. Language and Culture barriers
  4. Inadequate foreign market knowledge
  5. Inadequate protection of Canadian Intellectual property
  6. Global competition
  7. Lack of operational readiness to expand
Credit: Centre for Excellence In Mining Innovation, CEMI

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Formation de consortiums entre les PME du domaine manufacturier

Question:What are the barriers to Canadian participation in global supply chains?
on 09/09/2016 1473433295
Tags:
La structure manufacturière du Québec s’appuie sur une multitude de PME compétentes dans plusieurs domaines. Bien que la petite taille de ces .... Read more

La structure manufacturière du Québec s’appuie sur une multitude de PME compétentes dans plusieurs domaines. Bien que la petite taille de ces entreprises leur procure une flexibilité reconnue, les ressources limitées dont elles disposent sont entièrement consacrées à répondre aux besoins exprimés par leurs clients « les grands donneurs d’ordres ». En effet, la gestion des opérations quotidiennes absorbe une telle partie des ressources disponibles, que bien peu d’énergie peut être affectée à l’exécution des projets d’innovation et d’amélioration.

Dans ce contexte, les PME auraient tout avantage à se rapprocher et travailler ensemble pour atteindre une masse critique permettant d’investir des ressources au développement de produits et services innovants exportables travers le monde.

C’est d’ailleurs ce que rapporte la 7e édition du Baromètre industriel québécois de STIQ*. Au Québec, à peine 21% des sous-traitants exportent leur expertise à l’international. Selon les 500 entreprises interrogées, les obstacles à l’exportation s’expliquent notamment par :

  • le manque d’information sur les marchés étrangers, leur culture d’affaires et les occasions d’affaires qui y sont présentent;
  • le manque d’expertise interne à l’international et en stratégies d’exportation; ils mentionnent la nécessité de s’allier avec un partenaire qui connaît bien le marché visé.

En se rapprochant et en travaillant de concert, les PME pourraient former des consortiums manufacturiers pour aplanir ces obstacles et ainsi, participer davantage aux chaînes d'approvisionnement mondiales. Une politique d’innovation devrait donc fortement encourager et faciliter les partenariats entre PME manufacturières et de services techniques de manière à compléter mutuellement leurs expertises. 

Pour accélérer la création de partenariats durables, la politique d’innovation devrait orienter une partie de ses efforts vers la création de réseaux d’affaires structurés et composés d’entreprises désireuses de «co-participer» aux chaînes d’approvisionnement mondiales. Dans un tel réseau - géré par un organisme indépendant et agissant à titre de catalyseur, la création de consortiums serait alors facilitée, créant ainsi les bases d’une plateforme d’innovation. 

Dès leur adhésion à ce réseau, les futurs «coparticipants» pourraient bénéficier ensuite d’un diagnostic d’affaires visant à évaluer la présence des bonnes pratiques de gestion exigées par les grands donneurs d’ordres. Par exemple : stratégies commerciales, processus d’innovation, passage à l’industrie 4.0, gestion de la qualité, expérience à l’exportation, capacité de production, technologies de pointe, amélioration continue, etc. Dès lors, les entreprises ayant tout intérêt à travailler ensemble seraient repérées et un pairage complémentaire pourrait être suggéré. 

L’organisme responsable devrait aussi relier l’offre manufacturière proposée par ces nouveaux consortiums et les demandes complexes des grands donneurs d’ordres. Pour ce faire, l’organisme à la tête du réseau pourrait faire la veille des marchés mondiaux, trouver les besoins des donneurs d’ordres, identifier les consortiums pertinents ou au besoin, en composer de nouveau. Finalement, des rencontres d’affaires pourraient être organisées sous la forme de missions économiques ou encore, d’événements dédiés à des rencontres planifiées entre donneurs d’ordres et consortiums de PME. 

De par sa mission, son expertise reconnue en évaluation de fournisseurs et ses connaissances de la chaîne d’approvisionnement, STIQ pourrait efficacement rapprocher les entreprises et les encourager à travailler ensemble. Au besoin, STIQ pourrait aussi identifier tous autres partenaires publics susceptibles d’ajouter de la valeur aux consortiums. 

La mise en place de telles mesures incitatives aurait pour effet de faciliter la mise en place d’une plateforme d’innovation ouverte. Ce qui au final, encouragerait nos PME à travailler de pair avec des acteurs pertinents de leur écosystème d’innovation pour participer davantage aux chaînes d’approvisionnement mondiales.

_________________

 

*STIQ-Baromètre industriel québécois. 7ème édition. Un portrait unique du secteur manufacturier. Mars 2016, 22 pages.

Credit: STIQ-Baromètre industriel québécois. 7ème édition. Un portrait unique du secteur manufacturier. Mars

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Renew the Expanding Market Opportunities (EMO) program and its funding for Canada Wood

Question:What are the barriers to Canadian participation in global supply chains?
on 09/08/2016 1473362707
EMO funding expires March 31, 2018 and should be renewed at current levels, $44 million over four years. This will keep growing Canada’s foreign .... Read more

EMO funding expires March 31, 2018 and should be renewed at current levels, $44 million over four years. This will keep growing Canada’s foreign markets for wood products, including via product diversification, and accelerate the low-carbon economy due to wood’s low-carbon footprint and carbon-storage capabilities.

Credit: Forest Products Association of Canada

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Encourage adoption of e-commerce

Question:What are the barriers to Canadian participation in global supply chains?
on 09/07/2016 1473274778
Tags:
Canadians are avid users of the Internet and sophisticated users of online services. They routinely rank among the highest in the world in Internet us .... Read more

Canadians are avid users of the Internet and sophisticated users of online services. They routinely rank among the highest in the world in Internet use and more than half of Canadian consumers have used the Internet to order a good or service (CIRA, 2014). Canada also has one of the world’s fastest growth rates for smartphone adoption and highest smartphone penetration rate among the mobile phone subscribers.

However, Canadian businesses have been slow to adopt Internet technologies. Less than half of businesses have a website, and only a small fraction of the Canadian retail economy is online, leading a significant majority of online shoppers to purchase from retailers located outside of Canada. Furthermore, this gap means Canadian SMEs are missing out on significant export opportunities, despite the fact that exporting companies have 30% higher productivity and 70% more revenue per employee (Deloitte, 2014).

In order to remain competitive, it is critical that we address these issues and develop policies that proactively encourage the adoption of e-commerce, particularly among Canadian SMEs. This includes programs to educate SMEs about export opportunities, access to resources to help SMEs navigate export markets, and increased support by the Trade Commissioner Service, the Business Development Bank of Canada and Export Development Canada.

The Government has already launched the Accelerated Growth Service to address some of this. While there is definitely a place for targeted programs designed to help scale-up and export-ready businesses to grow, the Government This should continue to drastically simplify SME access to the business products and services it offers, in order to give owners and managers an opportunity to explore opportunities while avoiding the need to navigate the alleyways of government.

The Government should also consider specific incentives directed towards Canadian SMEs to encourage the adoption of online services. For instance, one concept would be a targeted tax credit aimed at incentivizing SMEs to get their business online. By encouraging Canadian SMEs to adopt productivity-enhancing digital technologies and leverage the Internet to expand into new markets, these measures will increase the competitiveness of Canadian businesses through research, development, innovation and commercialization.

Credit: Sam Sebastian, Managing Director, Google Canada; Steve Woods, Engineering Director, Google Canada

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Innovation not just about high-tech - must address supply chain logistics, manufacturing, distribution

Question:What are the barriers to Canadian participation in global supply chains?
on 09/07/2016 1473269440
Tags:
UPS strongly supports the view that innovation is not only about high-tech product development but also about innovation in manufacturing, procurement .... Read more

UPS strongly supports the view that innovation is not only about high-tech product development but also about innovation in manufacturing, procurement and distribution, such as supply-chain logistics. Programs that encourage the adoption of new technologies and efficiencies are key to addressing Canada's productivity gap.

Canada’s Innovation Agenda must include a strategy to build on manufacturing innovation, reinvest in the supply-chain, and support the scale-up of Canadian businesses to participate fully in a 21st century, increasingly digital, global economy. This strategy should engage leading stakeholders from manufacturing, supply chain logistics and business to better understand the barriers to Canadian growth and to chart a new direction that will help Canada move forward.  For example, and advisory committee on Canadian manufacturing and supply chain competitiveness consisting of trade experts, business development experts, logistics and supply chain experts, industry representatives and customs officials could create a blueprint for Canadian supply chain innovation. Any recommendations from such an advisory committee must be accompanied by an action plan and/or national program that would see key recommendations implemented.

Credit: UPS Canada

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Outdated border policies are holding North American supply chains behind

Question:What are the barriers to Canadian participation in global supply chains?
on 09/07/2016 1473269267
Tags:
Outdated border policies have held North American supply chains behind other growing regions in the global economy. It is now time for Canada to lead .... Read more

Outdated border policies have held North American supply chains behind other growing regions in the global economy. It is now time for Canada to lead in coordinating and adjusting policies to reflect new changes in our supply chains, and to accommodate the burgeoning digital economy. Aligning our cross-border business policies to reflect new, 21st century realities will benefit our economies, businesses, and consumers. 

Key updates could include:

  1. Expanding preclearance policy to include recognition of low-risk goods within trusted supply chains.
  2. Alignment of the Trusted Traders program to reduce border compliance for integrated industries and shorten border crossing times.
  3. Expanding awareness, recruitment and participation by Canadian businesses in the customs self-assessment program.
  4. Enabling organizations to submit customs information reports to CBSA sooner and begin any of the assessment/inquiry/correction work ahead of landing, ensuring continuous flow of the supply chain and enhancing security and transparency.
  5. Allowing electronic power of attorney for Canadian importers to authorize a customs broker to clear their import shipments.
  6. Digitization and extension of NAFTA certificates from one year to five years.

 

Credit: UPS Canada

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Agricultural Institute of Canada

Question:What are the barriers to Canadian participation in global supply chains?
on 09/06/2016 1473190494
Tags:
With growing issues of global food security and existing environmental, economic and social challenges, international cooperation in the development, .... Read more

With growing issues of global food security and existing environmental, economic and social challenges, international cooperation in the development, dissemination and application of appropriate science, technologies, techniques and related regulatory frameworks will become increasingly more important and can bring global benefits. International trade also offers a win-win incentive for increased research collaboration. While governments are important players, binational or third party organizations, rather than government programming may be better suited to managing long-term multinational research relationships.

Opportunities for collaboration with international organizations implementing science and technology programs for innovation and development must be identified. Stakeholders should share a commitment to mobilize science for the benefit of communities worldwide and to tackle global development challenges through research partnerships. Support for researchers and stakeholders to attend international exchanges and meetings could allow for the development of themes for research internationally.

There is considerable potential to take advantage of S&T spillovers that exist at the international level, especially in the agriculture sector. International scientific and technological cooperation policies, including the creation of mechanisms to finance research and share costs and expertise must be improved to achieve this.

National research priorities tackling regional or global challenges can be linked with foreign priorities by competition, cooperation or specialisation relationships. International coordination in the face of climate change affecting agriculture worldwide for example can positively influence research funding. These supra-national priorities can also shape our national research priorities as in the European Union case.

Finally, in addition to priority setting and funding, international technology transfer has a pivotal role to play in increasing productivity growth and addressing transnational issues, such as climate change, water scarcity, or other issues that require investment streams from beyond our country alone.

Credit: Agricultural Institute of Canada

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Great at Startups, Lousy at Commercialization... an idea!

Question:What are the barriers to Canadian participation in global supply chains?
on 09/05/2016 1473101880
Tags:
Canada is great at startups, but few companies make it through to the commercialization phase. And even the ones that do, it is unclear whether they a .... Read more

Canada is great at startups, but few companies make it through to the commercialization phase. And even the ones that do, it is unclear whether they are profitable. They compete with other startups whose Angel Investors come with their own network of clients who are ready to purchase the product after development.

Canada could overcome this challenge by aligning government procurement contracts with startup products in a modified and expanded version of IRAP. The current system is so onerous on the startup companies it is virtually impossible to access these funds. And by the time you access it, you are either broke or already have a contract.   

Credit: IRAP, Jeff Lafrenz from VizWorx, Leah Lawrence from SDTC

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Encouraging regional clusters and partnerships through Technology Access Centres

Question:What are the barriers to Canadian participation in global supply chains?
on 08/31/2016 1472658705
Tags: innovation  grants  industry 
One way to increase world leading clusters and partnerships is to expand the NSERC College and Community Innovation Program - Technology Access Centre .... Read more

One way to increase world leading clusters and partnerships is to expand the NSERC College and Community Innovation Program - Technology Access Centre (TAC) fund and to actively promote the new nationwide network of TACs– Tech-Access Canada. TACs are centres of excellence allowing industry to quickly access the expertise, infrastructure, R&D services, consultation, training and networks. They are a vital part of the innovation ecosystem, built to enable small and medium-sized enterprises (SME) to become more productive and innovative by providing access to college technology, equipment, and expertise. TACs “de-risk” innovation for companies of all sizes, making it easier for them to invest in research and development activities. There are currently 30 TACs across Canada working in multiple sectors – including food, agriculture, advanced manufacturing, construction, digital media and film, environmental technology, health care, nanotechnology and transportation.

These TACs act as vital causeways to local innovation, as for small to medium sized enterprises the cost of investing in new ideas is often prohibitive – especially when it comes to services like rapid iterative prototyping, product design, or technology development/testing, the cost can be in the high hundreds of thousands of dollars to access the tools, expertise and technology necessary for sophisticated and replicable product, technology or service design.  Through TAC collaboration, companies gain a clear advantage and bring a new product, service or technology to a growing market faster and more cost effectively.

TACs are also designed to support regional industrial clusters, often as dictated by natural resources, potential for growth or simply existing industry need –take for example George Brown College’s Food Innovation and Research Studio (FIRSt). As a TAC focused on food and beverage products, FIRSt primarily assists SMEs with product development activities, including concept development, prototype development or refinement, sensory evaluation, scale-up, and assistance with plant trials. The need for such a concentrated research hub was clear: the food industry represents 9% of Canadian GDP (in comparison, oil, gas and mining combined is 4.5%), returns over $85B annually to the Ontario economy, and employs 40% more people than the auto industry in Ontario. Toronto’s food and beverage cluster dominates the Ontario food industry with more than half of all provincial food processing activities taking place within the GTA. Last year alone, FIRSt helped 39 companies develop 24 new products/services, and improve 60 existing products/services. FIRSt, and all TACs, help companies get their products ready for market – getting them there faster and cheaper than if they did it on their own.

Beyond product development, FIRSt has connections to help start-ups with assessing the market and planning their business, through workshops provided by partners like Food Starter - an incubator run by the City of Toronto. FIRSt also provides referrals after products are developed, helping SMEs find private manufacturers and packaging companies to produce their product and send it out across Canada.

Other TACs, varying by institutional expertise and industrial need, cover a range of other research focuses that facilitate innovation across a wide swath of similarly highly specialized sectors, such as manufacturing and aerospace sectors (Red River College’s Technology Access Centre for Aerospace & Manufacturing)  or innovation in film, television, gaming, interactive media and virtual reality (Sheridan College’s Screen Industries Research and Training Centre). The nationwide network of TACs – Tech-Access Canada—further promises to serve this cross-section of Canadian industrial sectors, designed to respond to industry applied research needs by matching with innovation support services delivered by college faculty, staff and students. TACs are essential to Canadian R&D, and with continued support from the Canadian government, will enable small businesses to grow and prosper.

Overall, the uniting focus of these TACs is on economic development and helping companies gain access applied research and innovation support services while training the talent for the future. By investing in facilities and a funding model that are proven to produce results, we can invest in the future of Canadian ideas and innovation.

Credit: George Brown College Research & Innovation

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Increased funding for specialized centres that serve industry’s innovation needs

Question:What are the barriers to Canadian participation in global supply chains?
on 08/31/2016 1472658548
Canadian colleges and polytechnics like George Brown College hold a wealth of specialized technology, equipment and expertise that can be accessed lar .... Read more

Canadian colleges and polytechnics like George Brown College hold a wealth of specialized technology, equipment and expertise that can be accessed largely on an ad hoc basis to help industry increase productivity and innovation. A lack of funding prohibits us from formalizing, organizing and professionalizing our niche research services and operations, leaving SMEs and entrepreneurial startups in the region underserved and in desperate need.

We at George Brown College recently sought to establish an advanced prototyping technology access centre to meet the overwhelming industry demand for professional and industry focused applied research services that support the early stage experimental development of new product concepts through rapid and iterative prototype design, fabrication and assessment. Unique to the region, the centre builds upon the College’s state-of-the-art prototype design, fabrication and assessment infrastructure, strong core team of advanced product development and design experts, exemplary reputation of delivering prototyping and other applied research services to industry, and its robust external networks in the regional manufacturing and innovation ecosystems. In spite of the market demand and steady pipeline of industry partners ready to invest in R&D and access the centre, the recognized capacity of the College to deliver these services, and being recommended for government funding by two independent committees of industry and academic domain experts in two different funding competitions, the government had insufficient funds each time to invest in the centre.

We have the demand for services from industry; they are desperate to invest in R&D and innovation, and yet we can only satisfy less than half the requests we receive. We have the expertise, infrastructure, strategic plan and commitment to deliver a sustainable and impactful centre that will promote SME innovation and help them get product to market faster. What we need are the funds from the government to kick start the centre.

Credit: George Brown College Research & Innovation

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Shifting Global Economy

Question:What are the barriers to Canadian participation in global supply chains?
on 08/22/2016 1471890278
Tags:
Global supply chains have shifted much more to winner-take-all economic structure where the winner controls unique value-added IP. Canada does not hav .... Read more

Global supply chains have shifted much more to winner-take-all economic structure where the winner controls unique value-added IP. Canada does not have the understanding and policies required to participate in 21st century global supply chains. We need to first develop the understanding of how they work and then policies that help Canadian industry.

Credit: Council of Canadian Innovators

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Being comfortable by just exporting to the USA

Question:What are the barriers to Canadian participation in global supply chains?
on 08/15/2016 1471289087
Tags:
Although the US is a large and very important market for the Canadian economy, there are other markets around the world that can benefit Canadian expo .... Read more

Although the US is a large and very important market for the Canadian economy, there are other markets around the world that can benefit Canadian exporters.  Hence increasing exports, GDP, and jobs here at home. 

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Can Canadian synergies dominate a new trillion dollar industrial market?

Question:What are the barriers to Canadian participation in global supply chains?
on 08/10/2016 1470845977
Tags:
600,000 bridges must be inspected by law. So too a gazillian industrial buildings, construction sites, power transmission towers, power distribution p .... Read more

600,000 bridges must be inspected by law. So too a gazillian industrial buildings, construction sites, power transmission towers, power distribution poles, oil and gas and other facilities.Blackberry Athoc, Aeyron drones, Dejero communications and Canadian ML could conceivably dominate this trillion dollar market. Parrot's sensefly is one competitor. Attachment disallowed...

Bosch chairman said sensor from car exhaust applied to kitchen ovens. BlackBerry services may have unexpected applications. BlackBerry, Dejero, Aeryon and AtHoc, in particular,  appear to have synergies in new "industries". 600,000 bridges must be inspected by law. Departments of Transportation can save tens of millions of dollars. In anticipation of savings, they should engage Canadian innovators. How many power transmission towers and power distribution poles need inspection and upgrading? Upgrading the electrical grid is huge. Then there's Tesla's problem of electricity distribution to 400,000 vehicles they accidentally sold. Add a gazillion construction sites and industrial buildings. Is this a new trillion dollar market? Can Canadian technologies converge to dominate this market the way Mike Bloomberg dominates his market?

Checkout senseFly eXom  Inspection Drone by engineeringtv

(Link removed)

Sensefly did 3D digital map of the Matterhorn mountain in 2013. They are a subsidiary of Parrot ‎company. Oregon is using them for tower structures and building  interior inspections.

Aeryon and Dejero, Waterloo technology companies like BlackBerry, may have more powerful solutions than Sensefly. Wipro HOLMES proposes adding more ML to drones. Canada dominated machine learning and America partnered and scaled up ML so Canadian ML can improve photogrammetry and machine vision of the target. Add a few electronic noses, sensors and hydrogen sulphide sensors for more complete oil and gas solutions? Alberta should have relevant technologies since Alberta invented geomatics. Try U of C or u of A. It's unheard of that a Canadian supply chain, or ecosystem can dominate a global industry.

What is the state of education and research  in Canada respecting photogrammetry? U of Bonn lectures on Youtube ahead?

Mike Bloomberg's AI researcher, the Canadian Shivon Zilis, has about $75,000,000 to invest in startups. There used to be 13,000 venture funds on Crunchbase.

This technology does not replace all field inspectors, quantity surveyors, surveyors and scaffolders. 

Immediately applies to oil and gas, power transmission lines, power distribution lines ("telephone" poles‎), communication towers, mining, work sites, and the whole field of field inspectors. May be combined  with Daqri type smart helmets. NLP may apply as the human machine interface. 

Link removed Oregon tests drones for bridge and tower inspection

One of many 3D drone mapping companies. A new, disruptive, industry. See too Youtube 3D mapping Matterhorn.  

Redundant inspectors need retraining solutions like Padlet / ed4all?

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Lack of Significant Presence in Regional Economic Blocks

Question:What are the barriers to Canadian participation in global supply chains?
on 07/26/2016 1469532300
Tags:
In my home country, Philippines, Canadian participation in the global supply chain is not so pronounced. Most of the time, Canadian products, for exam .... Read more

In my home country, Philippines, Canadian participation in the global supply chain is not so pronounced. Most of the time, Canadian products, for example, are not well-marketed and promoted although we knew that Canadian products are basically of good quality.

So what makes Canadian participation in global supply chain anemic? Most probably, this has something to do with the lack of "push" and engagement. Canada should see to it to join regional cooperation where applicable. It should have an active trade promotion in the smallest of the countries. Sometimes, these small nations have had the most number of people or population, thus a good market for Canadian product.

Maybe it has also something to do with proximity. If that is the case, Canada should create an efficient trade and marketing channel, cooperation with local chamber of commerce and permanent representation in economic blocks, e.g. ASEAN.

 

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Leading the social purchasing strategy... cluster and partner with social values in business!

Question:What are the barriers to Canadian participation in global supply chains?
on 07/24/2016 1469373291
Canada should become the international leader and innovator when it comes to government social purchasing policy and strategy... adding social value t .... Read more

Canada should become the international leader and innovator when it comes to government social purchasing policy and strategy... adding social value to procurement, along with price, quality and environment is the emerging component of sustainable purchasing globally. Canada's strong social entrepreneurship engagement, and depth of social venture businesses and social enterprises offers a foundation to leverage and scale through an innovative model of clustering and partnerships...

Engagement for Canada's participation in global supplies chains will grow as we show true leadership in social value inclusion in sustainable purchasing.

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Unawareness, Unwillingness, Underpreparedness

Question:What are the barriers to Canadian participation in global supply chains?
on 07/23/2016 1469313284
Tags:
Canadian companies are unaware of the specific benefits to them of engaging in global supply chains, unaware of the options of how to go about doing s .... Read more

Canadian companies are unaware of the specific benefits to them of engaging in global supply chains, unaware of the options of how to go about doing so. Canadian companies are also not that good at establishing partner networks or planning acquisitions or strategic investments. The alternative is more new Canadian companies born global from inception. But in addition to export grants. Another way it to encourage Canadian companies to go global is to not let them bring in employees from abroad. Instead they can hire an employee in a foreign country and build a presence in that market.

Basically it is more complicated than it looks and since many Canadian companies are owned by one owner or family, it is too complicated to learn while running their day to day operations, they dabble in it but are not prepared to take significant steps, they prefer to chip away at their traditional North American market that they are familiar with. Each company has its own barrier, of being unfamiliar with something. They are reluctant to hire consultants as the cost-value is not seen as high. The problem is sometimes at the owners and board of directors level. They need to go more after market share. Get training.

They are just generally uninterested, they are doing ok in their home market and that is enough for them. Some that say they are interested mean they are happy to have additional purchase orders float right in, not realizing to what extent they may have to redo their product or service for the foreign market. Training can help for those that make the time.

Barrier for most would be attitude, lack of familiarity, inflexibility on how to approach going global, or not ‘enough time’ to learn how. Lack of a market vision or orientated approach. Because for many it could mean almost starting a new company. Some of this can be trained for those owners that make the time to learn new tricks. But if more companies where encouraged to have partners or co-owners, instead of one owner, they would have more people to learn new global expansion strategies and make better decisions collectively. Businesses that have partners, multiple owner or founders, are more likely to have success learning about and going global.

There are export grants through the Ontario Chamber of Commerce for example, that could be improved upon. What could also be good is if Canadian companies opened offices together (to lower costs) in other countries, share the cost a foreign staff member to develop business for them possibly.

A product manager for instance is helpful in determining optimal product-market fit. But many smaller companies are used to sales and marketing, it is a new kind of role to learn, one of many things that they haven't yet gotten around to knowing more about, to appreciate the value.

Partnerships, acquisitions / direct investments abroad are some of the many underutilized growth strategies by Canadian companies.

We also need economies of scale in manufacturing and focus on global market share in specific sub-sectors (baked by IP), to make a significant impact on product exported.

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Greater Supply Chain Transparency

Question:What are the barriers to Canadian participation in global supply chains?
on 07/14/2016 1468511435
It is important for the Canadian Government and Canadian consumers to demand greater transparency into Canadian companies' supply chains to ensure th .... Read more

It is important for the Canadian Government and Canadian consumers to demand greater transparency into Canadian companies' supply chains to ensure the elimination of human rights violations or environmental degradation in Canada and abroad.

However, global supply chains are complex - an average multinational company can have up to 400 direct suppliers, increasing tenfold when we consider indirect producers. Current social and environmental impact assessments fail to portray the full picture given that the voices of workers and communities communities affected by company operations are rarely heard.

Canadian brands and the government can leverage innovations in information and communication technologies (ICTs) to increase connectivity with the people affected by Canadian operations abroad in order to increase supply chain transparency and ensure responsible business worldwide.

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canada's space sector

Question:What are the barriers to Canadian participation in global supply chains?
on 06/29/2016 1467185051
Tags: aerospace 
One of the key challenges related to first flight opportunities.  Canadian firms need the support from the canadian government in order to order to d .... Read more

One of the key challenges related to first flight opportunities.  Canadian firms need the support from the canadian government in order to order to demonstrate to investors and potential customers that their product is valuable; to name a few, the canadian space agency and its support provided through missions, international collaboration and the stpd program is critical to success.  The stdp program is an important part of the suite of actions that can help firms, as it can provide a seed money that is necessary for building companies and assisting to scale up. Space missions, like collaboration with nasa on smaller scale missions (outside iss) are also important, allowong new innovations to fly. Hopefully other space firms will echo this comment and provide some concrete examples of canadian successes. 

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