Why More and More Girls Are Hitting Puberty Early

Megan Gray was eight years old when she got her first period. She was playing hide-and-seek with her older sister and a friend at their friend’s house in suburban Sacramento. She was wearing pink jeans, which she had saved up for a long time to buy. She tied a sweatshirt around her waist to hide the bloodstain, and, later, threw the ruined pink jeans away; when her mother asked where they’d gone, she threw a tantrum to deflect the question.

Gray had a close relationship with her mom, but she was so young that they’d had no conversations about puberty; her older sister had not yet gotten her period. “There was nothing, no context for understanding,” Gray told me. “I knew what a period was—I didn’t think I was dying or anything. But still, I didn’t tell anyone for months. I just used wadded-up toilet paper. It felt so awkward and shameful.” She did eventually talk with her mom about it. But this was the nineteen-eighties.

“It wasn’t some big informational session. It was very Gen X—you just dealt with things by yourself and got on with it.” Gray was taller than her peers and wore layers of tops to conceal her developing breasts. She estimates that she was a C-cup by fifth grade. “There were assumptions about me because I had boobs. And I had never even kissed anyone. I was lucky, because nothing traumatic occurred. Yet I do think that there is a trauma in being sexualized.”

Maritza Gualy got her first period when she was eight going on nine, at the end of the eighties. Her mom showed her how to use a thick Kotex pad. Eventually, her older sister introduced her to o.b. tampons—the ones with no applicator; they were small and easier to hide. The sisters, whose parents were Colombian immigrants, attended a majority-white Catholic school in Nashville.

Her school uniform had no pockets, so whenever Gualy had her period, she had to hide tampons in her bra or in the waistband of her skirt. One day, an o.b. fell out of her skirt when she and her classmates were sitting on the rug together. Later, when they were back at their desks for a spelling test, Gualy recalled, “the teacher went around from kid to kid with the tampon. ‘Is this yours?’ ‘Is this yours?’ Except she was only asking the more well-developed girls! I knew I wasn’t going to admit to it.”

In fifth grade, Gualy’s best friend got her period, and she was upset to learn that Gualy had started hers more than a year earlier and hadn’t mentioned anything. “But I already felt so othered,” Gualy said, “and I didn’t want to add to that.” When Gray and Gualy were kids, pediatricians thought that the average age of onset of puberty in girls—defined in most medical literature as thelarche, when breast tissue begins to develop—was about eleven years old. Menarche, or first period, was thought to happen around age thirteen.

Only a small percentage of girls had started puberty by the age of eight, much less started menstruating.  But, by the two-thousands, new research had found that eighteen per cent of white girls, thirty-one per cent of Hispanic girls, and forty-three per cent of Black girls had entered thelarche by age eight, according to a study published in 2010.

Often, these girls were taller than most of their peers and showed other signs of accelerated physical maturation, such as pubic hair and underarm odor. Thelarche typically presages the onset of menstruation by two to three years, meaning that some of these girls would have to deal with the mess and discomfort of a monthly period before they’d finished elementary school.

Researchers and physicians hypothesized about possible causes for the increase in early puberty, such as increasing rates of obesity; greater exposure to endocrine-disrupting chemicals found in food, plastics, and personal-care products; and stressful or abusive home environments. Then, during the coronavirus pandemic, pediatric endocrinologists saw a new surge of referrals for girls with early puberty.

Recent retrospective studies from Germany and Turkey show that the number of these referrals doubled or even tripled during the lockdown periods of 2020 (this at a time when many families may have been avoiding non-emergency doctor’s visits for fear of COVID-19). A paper published in August in the journal Frontiers in Pediatrics, which analyzed data from South Korea’s national statistics portal, found that the number of children diagnosed with precocious puberty almost doubled between 2016 and 2021, with a sharp post-2020 spike.

The rise in early puberty “is a phenomenon that is occurring all over the world,” Frank M. Biro, the former director of the adolescent-medicine division at Cincinnati Children’s Hospital Medical Center, told me. (Although there has also been a rise among boys, girls experiencing early puberty still vastly outnumber them.)

The new data may offer some safety in numbers to early-developing girls—if Gray and Gualy were growing up today, they might have found a friend or two on the same accelerated track. But early puberty is associated with a daunting list of adverse physical and psychological outcomes: various studies have suggested that early-maturing girls are at greater risk for developing obesity, breast cancer, eating disorders, depression, and a range of behavioral issues.

Especially in the midst of what is increasingly understood to be a post-COVID youth mental-health crisis, the startling new uptick in early puberty is troubling to some physicians and parents. But, because the spike appears to have been triggered within a compressed, well-defined timeframe, it also offers rich terrain for better understanding the condition’s causes and effects.

It also provides a chance to rethink puberty: to see it not as a gateway into adulthood but as another stage of childhood—one that is highly variable from kid to kid and need not be cause for alarm. “We are in a great natural experiment at the moment, and we might not know the results of it for another ten years or more,” Louise Greenspan, a pediatric endocrinologist at Kaiser Permanente, San Francisco, said.

“I do wonder if this is going to be a cohort of kids whose puberty was more rapid because they were in a critical window of susceptibility during a time of great social upheaval.” For generations, pediatricians have referred to a table of pubertal development known as Tanner stages, named for the pediatric endocrinologist James Tanner, one of the lead investigators of the landmark Harpenden Growth Study, conducted from 1949 to 1971 at a charity home for orphaned and neglected children in a suburb of London.

There, hundreds of boys and girls were photographed naked at three-month intervals. Although the data for the Tanner scale were gathered from kids of a narrow demographic—white, thin, and bearing the internal scars of trauma or adversity in their formative years—it established, in a pair of papers published in 1969, our modern benchmarks of puberty: five distinct stages, ranging from prepubertal to fully developed.

On average, the girls in the study began showing breast buds—the “Tanner II” stage—at age eleven or so, and began menstruating between thirteen and fourteen. Early puberty is identified through physical examination, blood tests to measure levels of sex hormones, and a bone X-ray to estimate “bone age”—how close a child’s skeletal system is to reaching maturation.

Puberty typically begins in girls when the pituitary gland starts secreting hormones known as gonadotropins; these hormones cause the ovaries to grow and to produce estrogen, the sex hormone that triggers the development of secondary sex characteristics…Read more

Source: Why More and More Girls Are Hitting Puberty Early | The New Yorker

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The Inflation Suspense Goes On

Today’s consumer price report came as a huge surprise to almost everyone — because the numbers came in almost exactly in line with expectations, which basically never happens. Analysts whose job is to forecast what official numbers will say a few hours before they come out — a job of dubious usefulness, but whatever — expected the one-year rate of inflation to come in at 6.8 percent; it came in at … 6.8 percent. “Core” inflation that strips out volatile food and energy prices came in right on expectations too.

If there was any information content in today’s release, it was that extreme scenarios in both directions became a bit less likely. There wasn’t anything in the report suggesting that inflation is rapidly spiraling upward; nor was there anything lending comfort to those hoping to see inflation fade away in the next few months.

For what it’s worth, financial markets appear to have taken onboard the reduction in risks of really high inflation: “breakeven rates,” which measure market expectations of the inflation rate over the next few years, came down modestly. But nothing major happened.

That said, the headline number is highly likely to come down over the next few months, if only because the big run-up of oil prices from their pandemic lows seems to have gone into reverse:

Image

Oil wells that end well?
Credit…Bloomberg

Some other components may also be coming down — or will at least stop rising rapidly. Hyun Song Shin, head of research for the influential Bank for International Settlements, recently made the case that a lot of recent inflation reflects the “bullwhip effect”: panic or at least precautionary buying of goods that seem to be in short supply, which intensifies the shortage. Remember last year’s toilet paper shortage?

Shin points out, among other things, that shipping costs, while still very high, seem to have peaked:

Image

Containers contained?
Credit…Bank for International Settlements

But even if you try to adjust for special circumstances, underlying inflation appears to be running high by recent standards, maybe around 4 percent instead of the 2 percent that is the Fed’s target and has been the norm since the mid-1990s. This in turn reflects an economy in which spending is more or less back to the prepandemic trend but production is constrained both by bottlenecks and by the withdrawal of several million Americans from the labor force.

As an aside, 4 percent inflation isn’t hyperinflation; it isn’t even the double-digit inflation of the 1970s. In fact, whether they know it or not, Americans of a certain age can attest that it’s not so bad. It was, after all, the inflation rate that prevailed for much of the Reagan years — you know, after morning in America:

Image

Those horrible 1980s.Credit…FRED

I, at least, don’t remember the late 1980s as hellish.

Still, the Fed would consider a sustained doubling of the inflation rate a blow to its credibility. So how long will elevated inflation last?

The secret answer (don’t tell anyone) is that we don’t know.

I still think the most likely scenario is a minor-league version of the 1946-48 inflation spike, when pent-up demand after the end of wartime rationing caused an inflationary boom — inflation peaked at around 20 percent — but price stability quickly and more or less painlessly re-emerged once the spending surge was over.

I still don’t see any evidence that 1970s-type stagflation, in which everyone kept raising prices because they expected everyone else to keep raising prices, is emerging.

But today’s numbers neither reinforced nor challenged my beliefs. This report was shockingly unsurprising.

Image

By:

Paul Krugman has been an Opinion columnist since 2000 and is also a Distinguished Professor at the City University of New York Graduate Center. He won the 2008 Nobel Memorial Prize in Economic Sciences for his work on international trade and economic geography. @PaulKrugman

Source: Opinion | The Inflation Suspense Goes On – The New York Times

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Forget Finance. Supply-Chain Management Is the Pandemic Era’s Must-Have MBA Degree

The just-in-time inventory systems embraced by many businesses led to empty shelves and costly bottlenecks. That’s put a rare spotlight on supply-chain programs, which are attracting more students.

Stores with no toilet paper. Colossal cargo ships run aground in the Suez Canal. Factory shutdowns in Vietnam. Ports closed in China. It almost seems that not a day goes by without reports of another supply-chain snafu wrought by the pandemic, which dismantled just-in-time inventory systems that couldn’t cope with massive, simultaneous disruptions of supply and demand.

Companies have struggled to adapt, with some taking unusual steps. Walmart Inc. and Home Depot Inc. are chartering their own private cargo vessels so they don’t get caught short as the holiday season approaches, and logistics experts say disruptions from congested ports won’t end anytime soon. The tumult has forced companies to lavish more attention on their supply-chain professionals, who typically toil in obscurity until disaster strikes.

It’s also prompted business schools to refresh their supply-chain curricula to make sure the next generation of logistics managers are prepared for future crises. “For years, we had sort of taken logistics for granted,” says Skrikant Datar, the dean of Harvard Business School. “The pandemic caused us to rethink it.”

The problem, says Hitendra Chaturvedi, a supply-chain management professor at Arizona State University’s W.P. Carey School of Business, was that supply-chain education and theories had grown as rigid as some of the practices out in the real world. “After years of teaching without any tremors,” he says, “our courses had become less flexible.”

In response to those tremors, business schools are now emphasizing things such as risk mitigation, data analytics, and production reshoring—while also carving out room to explore more intangible topics like ethics, communication, and sustainability.

Penn State’s Smeal College of Business is adding a master’s course in supply-chain risk management next year, with lessons taken straight from the pandemic experiences of corporate partners including Hershey Co. and Dell Technologies Inc. The course will count toward a new certificate program in risk management that’s also in the works.

The W.P. Carey School of Business also plans to offer a certificate in supply-chain resilience. “It’s not like we don’t cover risk already, but this would give them a deeper dive,” says Kevin Linderman, chair of Smeal’s Department of Supply Chain and Information Systems, which has grown more popular with students thanks to high-profile incidents such as the grounding of the Ever Given cargo ship in the Suez Canal in March, which snarled global commerce for nearly a week.

This academic year more than 400 juniors in Smeal’s undergrad program have declared their intent to major in supply-chain management, up from about 270 the previous year. Incoming business students who once defaulted to finance or marketing now want to explore supply-chain management, says Alok Baveja, a professor at Rutgers Business School, whose faculty includes former executives of nearby pharmaceutical giants such as Johnson & Johnson.

When they graduate, they’ll have plenty of options: A record 50 companies plan to attend a supply-chain career fair at Georgia Tech in September—about double the number that typically come to recruit students of the program—including newcomers Honda, Honeywell, and Procter & Gamble.

Students who pursue supply-chain degrees this fall are certain to get an earful about the limitations of just-in-time inventory systems, which grew in popularity during the 1990s as companies aimed to mimic the success of auto makers like Toyota Motor Corp., the gold standard of lean manufacturing. For some companies, though, getting lean “became a religion,” says Penn State’s Linderman, and their orthodoxy became their undoing when the pandemic hit and there was no surplus stock to be found.

Covid-19 exposed the weaknesses of legacy inventory systems, which typically emphasize cost reduction above all else, says Hyun-Soo Ahn, a professor at University of Michigan’s Ross School of Business. The pendulum is now shifting the other way: At Walmart, whose bottom-line focus is legendary, U.S. inventory rose 20% last quarter as it doesn’t want product shortages come Christmastime. Still, shuttered factories, port congestion, and trucker shortages have brought more chaos to already overtaxed supply chains, raising prices on groceries and jeopardizing the delivery of millions of presents for the holidays.

Classroom discussions at Penn State and other supply-chain specialists will now delve into the downsides of sourcing too much from China or any single country, while they also explore the role that new technologies like machine learning and artificial intelligence can play in manufacturing and inventory decisions. Old research, meanwhile, is getting reinterpreted through the pandemic’s lens, says Gopalakrishnan Mohan, chair of ASU’s supply-chain department.

What’s also needed, though, is a realization in corporate C-suites that logistics isn’t just an expense—it can actually create value when done well, according to MIT’s Jarrod Goentzel. He’s the principal research scientist at the school’s Center for Transportation and Logistics, which works with corporations such as Amazon.com Inc. and Intel Corp. and also a lecturer in the center’s one-year master’s program in supply-chain management.

It helps that high-profile chief executive officers like Apple Inc.’s Tim Cook and Mary Barra of General Motors Co. spent time running complex supply chains before they got the top jobs, but logistics educators say greater boardroom acknowledgement of the make-or-break role such skills play is long overdue.

“Any company that says they fully understand their supply chain is lying,” says Goentzel, who believes that supply-chain practitioners should be certified just like accountants. “It’s time for the profession to wake up. The 20th century was about finance. The 21st century should be about supply chains.”

By: Matthew Boyle

Source: Business School: MBA Students Forgo Finance for Supply-Chain Management Degree – Bloomberg

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The Bright Side Of Covid-19: Seven Opportunities Of The Current Pandemic

The coronavirus pandemic has a lot of dark sides. Around the world, people get ill and die, schools close, the healthcare system is overloaded, employees lose their jobs, companies face bankruptcy, stock markets collapse and countries have to spend billions on bailouts and medical aid. And for everyone, whether directly hurt or not, Covid-19 is a huge stressor shaking up our psyche, triggering our fears and uncertainties.

No matter how serious and sad all of this is, there are upsides as well. Therefore, along the Monty Python song “Always look on the bright side of life” let’s not forget those and make the best of what the crisis gives us. As the good old SWOT analysis tells us, there are not only threats, but also opportunities. With opportunities I don’t mean that the crisis provides extra business for companies like Zoom and Go to Webinar that enable virtual meetings, or for Amazon, which is planning to hire another 100,000 employees. The latter is probably more a threat than an opportunity for most, especially for the mom & pop stores that go through difficult times already.

With opportunities I mean general opportunities that are available for most people affected by the crisis. The current crisis offers at least seven of them:

Opportunity 1: More time

In today’s overheated economy time is often seen as the most valuable and sparse thing we have. Covid-19 shows why: because we have stacked our week with social gatherings and entertainment such as going to the theater, birthdays, cinema, restaurant, bar, sportclub, gym, music, festivals, concerts and what is more. Suddenly, all of that is cancelled or forbidden, giving us significant amounts of extra time. And still, live goes on. This shows us how easy it is to clear our calendars. Obviously this doesn’t apply to the health-care sector and other crucial sectors, but beyond those it applies to a large majority of sectors.

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The opportunity is that we can spend this time on other things—or even better, on nothing and enjoy the free time. Looking at the crowded parks, waste collection points, garden centres and DIY stores in the last week, many people seem to have a hard time with the latter. Instead of enjoying the extra free time, they fill it immediately with other activities. To seize this first opportunity though, re-arranging how you spend your time and reserving time for nothingness is key. Not just during the crisis, but also after it. The advices in my previous article on the Covid-19 crisis could help in realizing this.

Opportunity 2: Reflect and reconsider

The fact that the coronavirus disrupts our day-t0-day lives provides an opportunity to reflect on things and to reconsider what we do, how we do it and why we do it. Things we took for granted—like going to the gym—are suddenly not possible anymore. Furthermore, many people have had to change their mode of working and work from home instead of at the office. This means that a lot of our routines are interrupted. MORE FOR YOUWhy KPIs Don’t Work; And How To Fix ThemHow Cisco Takes Care Of Its EmployeesWhat Business Leaders Can Learn From The Special Forces

This offers a great opportunity to rethink our habits and routines and make changes. Now that you haven’t been able to go to the restaurant twice a week, commute 2 hours per day, hang out with your friends or go to a party every weekend, you can reflect on whether you really want to continue doing so after the crisis. The virus forces you to make changes to your daily life that you might actually want to keep also after the crisis.

Opportunity 3: Speed and innovation

Many organizations suffer from slow procedures, complex bureaucracies and rigid hierarchies making organizational life less than pleasant. The coronavirus has forced many of them to break through these rigid systems and act instantly. Suddenly procedures can be skipped or accelerated, rules can be side-tracked and decisions can be made more autonomously without formal approval. And suddenly employees are allowed to work from home without direct supervision.

Covid-19 shows that, as soon as there is a strong enough stimulus, things can change. This leads to remarkable innovations. Not being allowed to open their doors, restaurants, for example, are shifting to delivery mode. And schools suddenly do much of the teaching and even some of the testing online. This brings the opportunity to create innovations now that can be maintained after the crisis. And it also can help to keep the current speed and innovation mode afterwards.

Opportunity 4: Better meetings

As referred to in an earlier article, people spend up to 23 hours per week in meetings, half of which are considered a failure or waste of time. The current crisis has forced us to rethink how we deal with meetings. Because in many countries it is not allowed anymore to meet with a group of persons, many meetings are cancelled. And when they still take place they are mostly virtual and shorter.

As such, it provides an excellent opportunity for resolving one of the most disliked parts of organizational life. The technology for this is already present and mature for a couple of years, but the coronavirus triggers a sudden need for it. The real opportunity here is to make systematic changes so that meetings will be more effective, also after the crisis.

Opportunity 5: Reconnect and help

Challenging times offer a great opportunity for social bonding and other ways of connecting to and helping people. Of course, not being able to visit friends or family has increased isolation and feelings of loneliness in some cases. But the feeling of “we’re in this together” has also triggered interesting ways of connecting. Some of those have gone viral—such as Italians singing together from their windows and balconies—but there are many small, local initiatives too to connect and help people who need it.

In the individualized societies many of us live in, this provides opportunities to reconnect and create more social coherence. Not only during the crisis, but also afterwards. This opportunity comes with a big caveat though. Parallel to these nice initiatives we also witness how far people go to protect themselves and their families. People hoard food, medicine, toilet paper and guns without thinking a second of others. However, while it triggers self-serving egocentric behavior too, the Covid-19 crisis does provide us the opportunity to reconnect and show our social side.

Opportunity 6: Cleaner environment

The virus caused a shutdown or dramatical decrease of industrial activities. Factories are closed or operate far below their capacity, road traffic has reduced radically and air traffic collapsed, and the lack of tourism has emptied the streets in overcrowded cities like Venice, Amsterdam and New York. While this may be bad news for most people and especially those working in the affected industries, this is also good news for our planet. Covid-19 causes a significant reduction in green house gasses and other air, water and land polluting outputs. In Venice this has allegedly led to dolphins return after just a couple of weeks (although some argued this to be a hoax).

Whether the particular example is a hoax or not is not so relevant. The fact is that the shutdown and lockdown of large parts of our economy is good for nature—at least on the short term. The opportunity this provides, is to keep parts of this in place also after the crisis to make long-term improvements. Along the line of the previous opportunities, the current crisis provides us an opportunity to reconsider our lives and reorganize it in a way that has less impact on our planet.

Opportunity 7: Modesty and acceptance

The final opportunity that the Covid-19 crisis offers, is a chance to create awareness for the moderate role we play on this planet and accept that things cannot always go as we want them to go. The Covid-19 pandemic is a global crisis chat is unprecedented in modern peace time. We had other pandemics like SARS, but their impact was less substantial. And we had the 1973 oil crisis, but that was a man-made crisis. The coronavirus is not man-made and yet disrupts lives across the planet.

As such, the virus shows us that, no matter how well-planned and organized we are and no matter how much we live in the Anthropocene—the era characterized by significant human impact—we are not in control. One simple virus is disrupting everything. This offers a great opportunity. In almost every aspect of life we want to be in control. Whether it is health, airline safety or our calendars, we live in the illusion that full control is possible. The virus can help us create awareness that this is not the case. It provides an opportunity to take a more modest role and accept that many things are simply beyond our control.

Once again, the Covid-19 crisis has a large dark side. But as these seven opportunities show, it has positive sides as well. Since all seven opportunities require a quite fundamental change in how we approach the world, seizing them can take substantial time. In that sense, and if we keep on looking at the brighter sides of life, the longer the crisis lasts, the larger the opportunities are and the bigger the chances are of actually making changes to our deeply rooted habits and convictions. Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

Jeroen Kraaijenbrink

 Jeroen Kraaijenbrink

I help companies do strategy through training, mentoring and consulting. My drive is to bring you and your organization to the next level with strategy approaches that work. I wrote “Strategy Consulting,” “Nor More Bananas,” and “The Strategy Handbook.” Reach out to me via jeroenkraaijenbrink.com,  LinkedIn or jk@kraaijenbrink.com

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Pat Flynn 282K subscribers 26 million Americans are without a job right now, and that’s just in the U.S. alone. It’s a terrible situation, one that I’m all too familiar with myself having gotten laid off during the recession in 2008. These are tough times, but there are opportunities within them, too. I was able to build a business back in 2008 as a result of getting laid off, and I imagine that those who focus on the future, and the ability to create something new now, are the ones who are going to come out of this dire situation best.

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Global Corrugated Boxes Market Trends and Growth Outlook 2021-2026 | International Paper, WestRock (RockTenn), Smurfit Kappa Group, Rengo, SCA – http://www.articletrunk.com – February 16[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Corrugated Boxes Market: The COVID-19 pandemic has radically changed the dynamics of th […]N/A

Global Denitration Catalyst Market Size, Share, Trends and Leading Players 2026 : Nippon Shokubai, Johnson Matthey, Haldor Topsoe – http://www.articletrunk.com – February 16[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Denitration Catalyst Market: The COVID-19 pandemic has radically changed the dynamics of th […]0

Exclusive Report: What’s New in Copper Alloy Tubes Market for 2021 – PIPEX Italia, US Korea Hotlink, Tube Tech Copper And Alloys – http://www.articletrunk.com – February 16[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Copper Alloy Tubes Market: The COVID-19 pandemic has radically changed the dynamics of th […]0

Exclusive Report: What’s New in Electric Vehicles for Construction, Agriculture and Mining Market for 2021 – Caterpillar, Komatsu, Hitachi, John Deere – http://www.articletrunk.com – February 16[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Electric Vehicles for Construction, Agriculture and Mining Market: The COVID-19 pandemic ha […]0

Latest Research: Erosion Control Blankets Market Intelligence and Future Prospects 2025 | Propex, Contech Engineered Solutions, American Excelsior – ksusentinel.com – February 16[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Erosion Control Blankets Market: The episode of COVID-19 has brought along a worldwide downturn, […]N/A

Global Single-Walled Carbon Nanotubes Market LIVE Updates: Size-Share Analysis and System Production (2021-2026) | Sigma-Aldrich (Merck), Ossila, Zeon Nano Technology Co. Ltd. – http://www.articletrunk.com – February 16[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Single-Walled Carbon Nanotubes Market: The episode of COVID-19 has brought along a worldwid […]N/A

Global Paint Stripper Market LIVE Updates: Size-Share Analysis and System Production (2021-2026) | WM Barr, Savogran, Dumond Chemicals – http://www.articletrunk.com – February 16[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Paint Stripper Market: The episode of COVID-19 has brought along a worldwide downturn, which has […]0

Global Long Type Nickel Chromium Molybdenum Alloy Market Size, Share, Trends and Leading Players 2026 : SMC, ThyssenKrupp VDM, Carpenter – http://www.articletrunk.com – February 15[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Long Type Nickel Chromium Molybdenum Alloy Market: The episode of COVID-19 has brought along […]0

Global Long Type Cast Nickel Molybdenum Alloy Market Trends and Growth Outlook 2021-2026 | SMC, ThyssenKrupp VDM, Carpenter, Imphy Alloys – http://www.articletrunk.com – February 15[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in Long Type Cast Nickel Molybdenum Alloy Market: The episode of COVID-19 has brought along […]0

Exclusive Report: What’s New in PET Foam Market for 2021 – Armacell International, 3A Composites, Gurit Holding, Diab Group (Ratos Ab) – http://www.articletrunk.com – February 15[…] Analysis of COVID-19 Impact & Post Pandemic Opportunities in PET Foam Market: The episode of COVID-19 has brought along a worldwide downturn, which ha […]

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