Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 82 Page 83 Page 84JANUARY 2017 SEEDWORLD.COM / 39 I’LL GET RIGHT to the point. Whenever you are evaluating the pros and cons of potential business partners, I assume you start with only those that can deliver a qual- ity product with quality service and at terms you find comfortable. With those as givens, let’s focus on three traits that make a part- nership truly lasting and mutually beneficial. 1. Trust – This is the absolute hallmark of any business relationship. Despite lawyers’ best efforts, there is no way every situ- ation or contingency can be managed by a legal document. You need to work with people you trust to make decisions in your best interest when things don’t go exactly as planned. You need a part- ner that will evenly allocate a hybrid in the event of a short crop or quality issue. In short, you need a partner that is on your side. 2. Creativity – The seed industry is undergo- ing a massive consolidation between its largest players. As companies feel that impact, they will need partners that can help them take advantage of new oppor- tunities and protect their current market presence. A true partner will always think of ways it can help improve its clients’ business, as that is key to its own suc- cess. You need a partner that is look- ing for ways to challenge the status quo and give its clients an advantage in the market. 3. Transparency – A company’s ability to quickly respond to an opportunity or threat can be the difference between success and failure. So, you need part- ners who provide all the critical informa- tion to make decisions. That information PRODUCTION Three Traits of a Great Business Partner JIM SCHWEIGERT GRO ALLIANCE PRESIDENT @jim_schweigert • jim.schweigert@groalliance.com • GroAlliance.com needs to be accessible, accurate, rel- evant, actionable and available in real- time. By being transparent, a partner is demonstrating its confidence in its own people, processes and expertise. For example, if a seed producer doesn’t provide the exact location and access to its production fields, you are left to wonder what’s wrong with them. Why would that company not want you to visit those fields? In closing, true and lasting business part- nerships are built on trust, creativity and transparency. As you evaluate the myriad options you have in all areas of your busi- ness, keep the traits of a good partner in mind. Remember, your success depends on you choosing partners that care as much about your business as you do. 2016 — WHAT A YEAR. Important merger and acquisition announcements were made, and the United States elected a president who could disrupt or benefit our industry. With such volatility and uncertainty, 2017 is already starting off on uncertain footing. Numerous questions have arisen. Though caution and limited investment in capital projects and equipment purchases might seem wise, it is also good to reas- sess your strategic vision for the coming year and the decade following. What are key questions you could be asking during this time of uncertainty? Ask: What do we do well, and what can we do better? Is your operation as efficient as pos- sible? Where are there deficiencies and thus opportunities for improvement? Processing lines become less efficient over time due to operational wear-and- tear of equipment, inefficient processes, as well as falling behind the technologi- cal curve, improved engineering, and the greater efficiencies these provide. Ask: What are our most immediate needs, and how do those needs affect our overall process? Identifying immediate needs in the context of overall operation is no small task. Though an identified need may seem isolated in the overall process, addressing that need may create additional needs up- or downstream within your facilities. Ask what your most immediate needs are, but also be prepared to assess how change could impact your operation. Ask: What is our competition doing, where is the market moving, and what are we doing to remain competitive? Staying current with market, industry and competitor trends is crucial. But those questions inform an even greater ques- tion: do we have a strategic vision, and how does it inform and affect our deci- DESIGN ENGINEERING/CONSTRUCTION A New Year, a New Strategic Outlook? JEFF ELWER EES COMPANIES OWNER AND PROFESSIONAL ENGINEER JElwer@EEScompanies.com • EEScompanies sions? Identifying and anticipating needs positions you to thrive in 2017 and beyond. Act: Important factors on a global scale will come to fruition throughout 2017, affecting your company’s commit- ment and ability to pursue immediate investments and operational improve- ments. In this climate, 2017 is an oppor- tune time to invest in your strategic vision. Identify what you do well, but also areas for improvement; identify immedi- ate needs and how those needs impact overall operations, as well as looking at shifting market and industry needs. These demands will likely require additional support and guidance from an industry leader intimately knowledgeable about various factors, including advancements in equipment design and operation, facil- ity and process design, as well as industry trends.