Podcasts about jda

Daniel Weissmann hat kürzlich in Jacobin einen Text veröffentlicht der sich mit automatischer Erkennung Antisemitismus bei einem Projekt der TU VBerlin kritisch auseinandersetzt. Wir reden mit ihm über den wissenschaftlichen gehalt dessen und schauen uns danach gemeinsam noch die Arbeit des RIAS an. Link zum Artikel: https://jacobin.de/artikel/decoding-antisemitism-antisemitismus-tu-berlin-israel-gaza-palaestina-repression-kuenstliche-intelligenz Wir sind 99 ZU EINS! Ein Podcast mit Kommentaren zu aktuellen Geschehnissen, sowie Analysen und Interviews zu den wichtigsten politischen Aufgaben unserer Zeit.#leftisbest #linksbringts #machsmitlinks Wir brauchen eure Hilfe! So könnt ihr uns unterstützen: 1. Bitte abonniert unseren Kanal und liked unsere Videos. 2. Teil unseren content auf social media und folgt uns auch auf Twitter, Instagram und FB 3. Wenn ihr Zugang zu unserer Discord-Community, sowie exklusive After-Show Episoden und Einladungen in unsere Livestreams bekommen wollt, dann unterstützt uns doch bitte auf Patreon: www.patreon.com/99zueins 4. Wir empfangen auch Spenden unter: https://www.paypal.com/donate/?hostedbuttonid=NSABEZ5567QZE

Après avoir perdu le match aller mardi soir à Paris, les joueurs de la JDA disputaient ce jeudi soir au palais des sports Jean-Michel Geoffroy les quarts de finale retour des Play-offs du championnat de France face au Paris basketball. Après une fin de match folle, les Dijonnais ont réussi à arracher la victoire sur le score de 80-79 et pourront disputer un match 3 ce samedi à Paris. Ce jeudi soir, les Bourguignons ont alterné entre bonnes et moins bonnes périodes en menant le début de la rencontre, en étant dominé ensuite puis en disputant une fin de rencontre très serrée qui s'est achevée par un tir lointain puis un lancer franc d'Axel Julien. Nous sommes justement allés à la rencontre du meneur dijonnais après la rencontre :

Die PdL hat auf ihrem Bundesparteitag die JDA als bindende Definition von Antisemitismus für die Partei beschlossen. Dies widerspricht der Bundesregierung die sich an die IHRA gebunden sieht. Was sind diese beiden Definitionen eigentlich? Was erwischen sie? Was nicht? Und was haben sie gemeinsam und worin unterscheiden sie sich? Wir sind 99 ZU EINS! Ein Podcast mit Kommentaren zu aktuellen Geschehnissen, sowie Analysen und Interviews zu den wichtigsten politischen Aufgaben unserer Zeit.#leftisbest #linksbringts #machsmitlinks Wir brauchen eure Hilfe! So könnt ihr uns unterstützen: 1. Bitte abonniert unseren Kanal und liked unsere Videos. 2. Teil unseren content auf social media und folgt uns auch auf Twitter, Instagram und FB 3. Wenn ihr Zugang zu unserer Discord-Community, sowie exklusive After-Show Episoden und Einladungen in unsere Livestreams bekommen wollt, dann unterstützt uns doch bitte auf Patreon: www.patreon.com/99zueins 4. Wir empfangen auch Spenden unter: https://www.paypal.com/donate/?hostedbuttonid=NSABEZ5567QZE

On Human Rights Day, we celebrate over a decade of empowering everyday activists, mentoring young leaders, and driving change across Africa. Join Africa Melane in conversation with Nicholas Tlatlane as they discuss JDA’s impact and the exciting plans ahead.See omnystudio.com/listener for privacy information.

“I'm amazed to see all the love.”That's what Ohad Roth of the Jerusalem Development Authority (JDA) said when he visited the U.S. this year. That's what he said about the love he and his fellow Israelis felt from their Christian friends in America. Friends like The Fellowship's faithful supporters.Roth, the JDA's Director of Tourism, and Anat Landa, the Director of International Conferences for the organization, were gracious enough to take a few minutes from their very busy schedule to sit down with The Fellowship at the National Religious Broadcasters (NRB) convention in Nashville, TN.In the U.S. to represent the city of Jerusalem, Roth and Landa discuss how the biblical history of the Holy City make it so special, how it is also a vibrant city with much to offer visitors today, and how Israel's friends around the world can support her and her people by visiting.Learn about the Jerusalem Development Authority.And to learn more about the historical and biblical significance of God's Holy City, download our free Bible study on Jerusalem: God's Holy City.For more information on today's episode visit mybiblicalroots.org.

Suvo Strategic Minerals Ltd (ASX:SUV) executive director Aaron Banks sits down with Proactive's Jonathan Jackson to talk about a binding joint development agreement (JDA) between its subsidiary Climate Tech Cement Pty Ltd (CTC) and Polevine Pty Ltd (PERMAcast) to deliver and commercialise low carbon geopolymer concrete (GPC) products. Bogunovic highlighted the collaboration with PERMAcast as a significant milestone, marking the start of production at PERMAcast's facility. The agreement allows Suvo to address numerous inquiries about their products. The initial product, Colliecrete, will be showcased in a major Western Australian Government infrastructure project, facilitated by the Sustainability Waste Alliance (SWA). This project involves the delivery of 1,000mm x 300mm x 300mm low carbon geopolymer backing blocks by the end of the month. The JV will develop and test various GPC formulations to achieve concrete strengths of 10, 20, 30, and 40 MPa. It will also characterise applications for different GPC strengths, assess cost and performance, and determine the optimal commercialisation strategy. PERMAcast will fund the project and any new intellectual property created will be owned by the JV, acknowledging Murdoch University's background IP rights licensed to Suvo. #ProactiveInvestors #SuvoStrategicMinerals #ASX #ClimateTechCement, #PERMAcast, #LowCarbonConcrete, #GeopolymerConcrete, #Sustainability, #Colliecrete, #Infrastructure, #WesternAustralia, #Innovation, #JointDevelopmentAgreement, #ConcreteProduction, #SustainabilityWasteAlliance, #Commercialisation, #GreenBuilding, #ConcreteTechnology, #EnvironmentalInnovation, #Partnership, #ConstructionMaterials, #MurdochUniversity #invest #investing #investment #investor #stockmarket #stocks #stock #stockmarketnews

Lithium Australia Ltd CEO Simon Linge sits down with Proactive's Jonathan Jackson following the completion of the initial stage of the company's LieNA® piloting at the Australian Nuclear Science and Technology Organisation (ANSTO), under a joint development agreement with Mineral Resources Ltd (MinRes). This stage involved producing an intermediate product from spodumene concentrate supplied by MinRes through multiple caustic conversion campaigns. This intermediate product is crucial for producing refined lithium phosphate in the final phase of the pilot, set to begin at the end of this month, with completion expected by year-end. Lithium Australia reported successful operation of the caustic conversion part of the LieNA® pilot plant, completing four campaigns over 18 days of continuous operation. Depending on the outcomes of the piloting and subsequent engineering study, the companies plan to form a 50:50 joint venture to commercialise LieNA® technology via a licensing model. This JV will own the technology and aim to license it globally, targeting an 8% gross product royalty rate. The first licence is expected for a demonstration plant, with further licences planned for new and existing spodumene mines worldwide. Lithium Australia aims to lead in sustainable lithium production and battery recycling. Their patented LieNA® technology positions them to benefit from rising lithium-ion battery demand and diversify global supply chains. Linge stated that this milestone leads into the final phase of piloting to produce high-quality lithium phosphate, reflecting the commitment to commercialise the LieNA® technology. Further updates on piloting operations and the demonstration plant engineering study are anticipated, progressing towards the formation of the JV and completion of JDA activities in 2024. #ProactiveInvestors #ASX #LithiumAustralia #LithiumExtraction #LieNATechnology #BatteryMaterials #SustainableEnergy #LithiumPhosphate #MineralResources #JointVenture #ANSTO #SpodumeneConversion #BatteryRecycling #CleanEnergy #LithiumIonBatteries #GreenTech #TechInnovation #EnergyTransition #Commercialisation #EngineeringStudy #LicensingModel #GlobalSupplyChain #invest #investing #investment #investor #stockmarket #stocks #stock #stockmarketnews

Many entrepreneurs start their exit journey with a partial sale to de-risk from a substantial portion of their wealth being tied up in the business. Doing so sets them up for an eventual full exit. In this episode, Mark Dorman speaks with Jim Doyle, who founded and sold Jim Doyle and Associates (now JDA.Media). Jim … Read More Read More

Lithium Australia Ltd (ASX:LIT) CEO and managing director Simon Linge sits down with Proactive's Elisha Newell to discuss the three-year offtake agreement subsidiary Envirostream has signed with South Korean battery recycler SungEel HiTech Co., Ltd. Effective from July 1, 2024, SungEel HiTech will purchase at least 60% of Lithium Australia's annual Mixed Metal Dust (MMD) production, contingent on quality standards. This agreement follows a Memorandum of Understanding from March 2024 and underscores the strategic importance of Lithium Australia's high-quality MMD. Linge expressed satisfaction with the swift transition from MoU to a formal agreement. He highlighted the agreement's role in the company's recycling growth strategy, especially with increasing large-format lithium-ion battery (LIB) collection volumes and MMD production. The agreement sets MMD pricing based on prevailing metal prices from agreed indices. If the agreement had been active since July 2023, FY24YTD MMD sales would have generated approximately A$514,000 in revenue. SungEel, a long-standing customer since 2020, has purchased more than 300 tonnes of MMD and recently opened the world's largest lithium-ion battery recycling plant in South Korea. The facility can process 20,000 tonnes of MMD using hydrometallurgy. SungEel operates recycling plants globally and plans further expansions. The MMD market is growing, evidenced by Lithium Australia's FY24YTD MMD sales of 256 tonnes, up from 139 tonnes the previous year. This growth is supported by increasing large-format LIB collections, driven by securing recycling agreements with OEMs and battery manufacturers. Following the offtake agreement, SungEel and Lithium Australia are discussing a joint development agreement (JDA) to upgrade recycling equipment and expand processing capacity, subject to negotiation and approvals. #ProactiveAustralia #LithiumAustralia #ASX #LIT #Envirostream #BatteryRecycling #SungEelHiTech #MixedMetalDust #MMD #RecyclingIndustry #BatteryMaterials #LithiumIonBatteries #invest #investing #investment #investor #stockmarket #stocks #stock #stockmarketnews

18 ans après avoir remporté une première fois ce trophée, la JDA a décroché une nouvelle fois la coupe de France de basket ce week-end après s'être imposé (83-70) en finale ce samedi à l'Accor Arena de Paris Bercy face à Strasbourg. Une victoire qui arrive à point nommé après une saison en dents de scie et un exercice 2023/2024 compliqué qui aura vu le départ de l'entraineur Nenad Markovic et le retour de Laurent Legname.Après la victoire de samedi à Paris, les joueurs et le staff de la JDA sont revenus à Dijon dans la soirée pour fêter leur titre. Le trophée a ensuite été présenté ce dimanche soir à l'hôtel de ville de Dijon devant leurs supporters. Nous étions à cette soirée ce dimanche à la salle des Etats du palais des Ducs et avons pu échanger avec François Rebsamen, maire de Dijon, et Laurent Legname, entraineur de la JDA. Ecoutez ci-dessous le podcast de notre interview :

The PIC try (and fail amusingly) to generate images with Microsoft Copilot while discussing the "AI" tools they use day-to-day. Plus, some initial thoughts on OpenAI's Sora and our automated future. Subscribe at https://jenkintownartsgarage.com to get JAG updates delivered to your email inbox so you'll never miss an episode, video, or anything else we cook up! If you'd like to support the show, please consider buying us a coffee at http://jenkintownartsgarage.com/coffee Please like, subscribe, and share the show so the algorithms will notice us! We appreciate you! ━ Episode Links ━━━━━━━━━━━ The fake image that inspired this conversation https://images.app.goo.gl/i4wh7u9FD4en8s2C6 Canva has some good "AI" tools integrated https://www.canva.com/magic/ Try Microsoft Copilot https://copilot.microsoft.com Learn about OpenAI Sora https://openai.com/sora ━ Chapters ━━━━━━━━━━━ 00:00 - Coming up... 00:56 - Fake photos & other problems 03:40 - How are we using "AI?" 11:28 - LIVE DEMO: Fun with Microsoft Copilot! 19:36 - LIVE DEMO: Modifying the JDA logos with Copilot! 36:25 - LIVE DEMO: Generating Swift code with Copilot! 40:53 - Talking about video generation and OpenAI's Sora 47:09 - Final thoughts on "AI" tools and their implications 53:28 - The Wrap-Up 55:00 - Pod Theme Song ━ Show Links ━━━━━━━━━━━

Les joueurs de la JDA reçoivent ce samedi 16 décembre l'équipe de Limoges au palais des sports. Ce que tout le monde attend, c'est évidemment le retour de Laurent Legname qui revient aux affaires en tant qu'entraineur de l'équipe dijonnaise après l'éviction cette semaine de Nenad Markovic. Quand Thierry Degorce, le président de la JDA, l'appelé pour lui proposer le poste, il n'a pas hésité une seconde. Et contrairement à ce qui a été annoncé dans la presse locale, Laurent Legname n'a pas de match de suspension à purger. Il sera bien sur le banc de la JDA ce samedi soir contre Limoges. Nous avons contacté Laurent Legname ce vendredi soir, écoutez ci-dessous le podcast de notre interview :

Was bedeutet es heute, Jüdin oder Jude zu sein? Wer sind die Israelis und welche Bedeutung hat Israel? Woher kommt es überhaupt, dass Menschen Jüdinnen und Juden hassen? Damals wie heute? Darüber sprechen wir mit Eva Haller von der Europäischen Janusz Korczak Akademie, die Vorurteile gegenüber Jüdinnen und Juden abbauen will, und mit Jan-Christoph Kitzler vom ARD-Studio in Tel Aviv. * Hier ist ein Link zur Organisation von Eva Haller: https://www.ejka.org/ Und hier zum Projekt "Mit Davidstern und Lederhose”: https://www.mitdavidsternundlederhose.de/ * Hier sind die beiden Ansätze zu Antisemitismus, über die Jan gesprochen hat: https://jerusalemdeclaration.org/wp-content/uploads/2021/03/JDA-deutsch-final.ok_.pdf https://www.holocaustremembrance.com/de/resources/working-definitions-charters/arbeitsdefinition-von-antisemitismus * Hier geht's zum Podcast "Paula Schlier und der Hitlerputsch 1923, Paula sucht Paula": https://www.ardaudiothek.de/episode/alles-geschichte-history-von-radiowissen/paula-schlier-und-der-hitlerputsch-1923-1-3-paula-sucht-paula/bayern-2/12885997/ * Wenn ihr Fragen habt, schickt sie uns gerne per DM an die News-WG auf Instagram oder an uns: lostinnahost@br.de

It's almost Halloween and that means you need a costume! Where better to get one than Spirit Halloween!? Miss Chrissie and Steve journey to their local haunt for a mini-adventure checking out the "good," the "bad," and the "weird" of their local Spirit Halloween location. There is also talk of Killer Klowns from Outer Space, Ghostbusters toys for adults, and how to make a "Ghost Cat" costume! Plus, stay tuned at the end for info about the "Fight & Fright" fund raiser coming up Sunday, Oct 22! Happy Halloween from the PIC! May your bucket overflow with candy this year! If you'd like to support the show, please consider buying us a coffee at http://jenkintownartsgarage.com/coffee Please like, subscribe, and share the show so the algorithms will notice us! We appreciate you! ━ Video Chapters ━━━━━━━━━━━ 00:00 Intro Theme 00:34 Introductions 01:21 Our Spirit Halloween Mini-Adventure 04:04 The "Good" 18:00 The "Bad" 30:39 The "Weird" 48:00 The Spirit of Halloween 50:32 Fight & Fright at JDA 52:31 Welcome to JDA video 55:31 The Wrap-Up 57:31 Outro Theme ━ Episode Links ━━━━━━━━━━━ Find out more about Fight & Fright at https://www.jenkintowndancearts.com Find your closest Spirit Halloween at https://www.spirithalloween.com ━ Show Links ━━━━━━━━━━━

This week the PIC discuss the new HQ of Jenkintown Dance Arts 3.0 complete with photos! Learn about the new space and what the heck is involved in building a dance studio, anyway. Plus, tangents into rock climbing, personal electric vehicles, and Chrissie's fears about Steve on ice or any wheeled personal transportation. Will Chrissie agree to try out an electric unicycle to commute to work? Find out on this week's episode! If you'd like to support the show, please consider buying us a coffee at http://jenkintownartsgarage.com/coffee Please like, subscribe, and share the show so the algorithms will notice us! We appreciate you! ━ Video Chapters ━━━━━━━━━━━ 00:00 Intro Theme 00:33 Introductions 03:14 The New JDA Studio Location 06:35 Tour of the new space (photos!) 20:00 What can you do now that you couldn't before? 26:20 Rock climbing & other cool tenants 29:44 Upcoming JDA Events 31:13 Driving, scooting, unicycling, and other ways to get to work 32:50 Steve can't walk on ice and it scares Chrissie 35:45 Personal Electric Vehicle (PEV) Options 40:13 Where to find more JDA 41:01 The Wrap-Up 42:42 Outro Theme ━ Episode Links ━━━━━━━━━━━ Find out more about JDA's new home at https://www.jenkintowndancearts.com ━ Show Links ━━━━━━━━━━━

Les équipes de la JDA Dijon basket et de la JDA Dijon handball sont présentées officiellement ce jeudi 14 septembre au palais des sports Jean-Michel Geffroy. Avant cette soirée, nous pouvons vous révéler une information qui nous a été donnée par Thierry Degorce, le président du club : l'organigramme de la JDA va évoluer. Stéphane Bescond va devenir président délégué de la JDA Dijon basket, et Lucile Bongiovanni sera nommée présidente déléguée de la JDA Dijon handball.Côté sportif, alors que les joueuses de la JDA Dijon handball ont repris la compétition il y a 15 jours, les joueurs de la JDA Dijon basket vont débuter leur saison ce week-end avec un match sur le parquet du Paris basketball. Comment s'est passée leur préparation ? Nous avons contacté Fabien Romeyer, le directeur sportif. Ecoutez ci-dessous le podcast de notre interview :

La 9ème édition du LuxTrophy a été remporté pour la 2° fois par la SIG Strasbourg. Le tournoi qui a failli être annulé. Interview de Gérard Viain et Allan Dokossi.

Steve is solo this episode as Chrissie is busy building JDA 3.0! It's the end of an era. We are saying goodbye to the physical location of the Garage (as well as Jenkintown Dance Arts) by watching and reacting to our most popular video, "The 7 Wonders of Jenkintown (According to Chrissie)." Learn behind-the-scenes secrets about the giant stage, the PIC19046 chair, our favorite sandwich, and more! This was fun to record and we hope it'll be fun to watch or listen to. A link to the video is below so you can watch it without Steve's commentary! If you'd like to support the show, please consider buying us a coffee at http://jenkintownartsgarage.com/coffee Please like, subscribe, and share the show so the algorithms will notice us! We appreciate you! ━ Video Chapters ━━━━━━━━━━━ 00:00 Intro Theme 00:35 Introduction 03:24 The 7 Wonders of Jenkintown with Commentary 29:26 The Wrap-Up & Concluding Remarks 31:55 Outro Theme ━ Episode Links ━━━━━━━━━━━ "The 7 Wonders of Jenkintown (According to Chrissie)" https://youtu.be/GaS6BrMuLJg Check out Brian Bowen's art! https://bbsketch.com Learn more about Jenkintown Dance Arts and the new location! https://www.jenkintowndancearts.com ━ Show Links ━━━━━━━━━━━

The PIC are joined by returning guest, Cara Cartney for a laughter-filled conversation about her Jagged Little Pill performance, the craziness of First Fridays, whether Cara is living in a Final Destination Film, performing Barbie Girl, playing System of a Down on a Uke, and much more! Cara Cartney is a brilliant performer with excellent stage presence and even more impressive vocals. You can catch her regularly at First Friday at Broken Goblet among other places. This episode is very conversational, a little disorganized, and full of funny moments. Multiple segments include photos and screen shares, so you definitely want to experience it in video form, if possible. If you'd like to support the show, please consider buying us a coffee at http://jenkintownartsgarage.com/coffee Please like, subscribe, and share the show so the algorithms will notice us! We appreciate you! ━ Video Chapters ━━━━━━━━━━━ 00:00 Intro Theme 00:33 Introductions 01:41 Welcome Back, Cara Cartney! 03:25 Jagged Little Pill with The Seven Band (Photos!) 12:38 The Seven Band is Amazing (Photos!) 16:02 Why Cara Loves Alanis Morrisette 19:04 The First Friday Experience 24:16 Is Cara Living a Final Destination Film? 26:35 Barbie Girl 28:00 System of a Down, "Forest," on the Ukulele 28:58 Gobletstock 9 - Hop Suey 31:51 We Are Getting Old 36:56 The "Giant Pink Pickle" & Other Mysteries (Photos!) 42:00 Children Love Cara, but Have Weird Musical Tastes (Photos!) 46:45 Chrissie's Technology Struggles 48:05 Cara's Wrap-up & ChatGPT Bio 53:53 The Wrap-Up 56:05 Outro Theme & Cara's Tag ━ Episode Links ━━━━━━━━━━━ Find more Cara at her website! https://www.caracartney.com Broken Goblet Brewing is the best live music venue around! https://www.brokengoblet.com Go out and see The Seven Band! https://thesevenband.com Stranger Than Normal band can be found on the Facebook! https://www.facebook.com/StrangerThanNormal/ Dom & Jessie are all about "Summer All Year." Check them out! https://www.domandjesse.com Listen to some great Alt & modern rock from Broad Street Appeal: https://broadstreetappeal.com Have a child that wants learn dance? Check out JDA! https://www.jenkintowndancearts.com ━ Show Links ━━━━━━━━━━━

In this episode of eCom Logistics Podcast, Will Lovatt discusses the challenges and opportunities in the European eCommerce logistics landscape compared to the North American market. He highlights the fragmented nature of the European market due to different languages, legal jurisdictions, and tax regimes. Will also emphasizes the importance of understanding consumer expectations in the UK, such as fast and reliable delivery, sustainability, and the rise of pickup spots and lockers. He also touches on the adoption of automation in European warehouses and the impact of Brexit on supply chain operations.ABOUT WILLWill Lovatt is the General Manager and Vice President of Deposc. With over 30 years of experience in the industry, Will has worked with companies like IBM, JDA, and Llamasoft. He specializes in helping direct-to-consumer supply chains optimize their operations and navigate the complexities of the European market. Currently working with some of the world's most demanding, innovative and fast-growing direct-to-consumer supply chains to improve their responsiveness and efficiency. Deposco native web SaaS solutions power the supply chains of Consumer Packaged goods, 3PLs, and a wide spectrum of eCommerce operations. HIGHLIGHTS[00:02:13] Will Lovatt's background and experience in the logistics industry[00:05:02] The evolution of supply chain and the need for flexible and dynamic solutions[00:08:03] The accessibility of enterprise-level solutions for mid-market brands[00:10:18] The challenges and complexities of expanding into the European market[00:15:07] The differences in consumer expectations between the UK and the US[00:18:34] Considerations for brands entering the UK or European market[00:21:53] The importance of location and planning laws in setting up a warehouse[00:23:24] The adoption of pickup spots and lockers in the UK[00:26:09] The importance of reliability in meeting customer expectations[00:29:04] The adoption of automation in the UK and Europe[00:32:50] The importance of having a holistic omni-channel strategy[00:40:31] How to learn more about DePosco and connect with Will Lovatt QUOTES[00:25:49] “Customers are openly comparing. And if you have a look at forums, they're talking about the courier that we have. Either failed them or satisfied their order openly.” - Will Lovatt[00:22:26] “I guess the point is that the country governments have got a role to play in either being attractive to eCommerce operators or not. Um, and whether they realize that or not, that they're making some small decisions, which are, which are pushing. Boundaries one way or the other and or the preference for one side of a boundary or the other.” - Will Lovatt Find out more about Will Lovatt in the link below:LinkedIn: https://www.linkedin.com/in/willlovatt/?originalSubdomain=uk 

its a tequila tuedays or taco tuesday or just both cause its a 2qb mock draft coming at ya , the boys will be jumping in on how they would startup a 2qb mock , any nfl news beforehand that jumps out before they get into Mock Draft they where joined by JDA sports go and check out his channel!! https://www.youtube.com/@jdasports146 out of rhythm social media ⁠⁠https://www.youtube.com/watch?v=hrYQUFEIpHI⁠⁠ ⁠⁠https://discord.gg/TJM32MjY⁠⁠ ⁠⁠https://twitter.com/OutofRhythmFant⁠⁠ spitting seeds social media ⁠⁠https://discord.gg/wPUyUKBu⁠⁠ ⁠⁠https://www.youtube.com/@spittingseedsbb⁠⁠ ⁠⁠https://twitter.com/SpittingSeedsBB⁠

In this episode of MultifamilyCollective, we catch up with one of our favorite repeat guests and all-around great human - Dom Beveridge, Principal at 20for20. From Dom's LinkedIn Profile: For over 20 years, I have held leadership roles in consulting, revenue management and marketing. Starting in the travel and hospitality sector, I used, implemented, designed and ultimately sold enterprise revenue management systems and consulting projects with Talus Solutions (creators of LRO). I then spent several years as a strategy consultant for Capgemini, before returning to Pricing and Revenue Management with JDA Software, Inc. In 2019 I was awarded a US patent for a price optimization solution that I co-invented during my time at JDA. Before joining D2 Demand Solutions, I spent five years working with multifamily companies in a variety of roles with the Rainmaker Group. Most recently he was the EVP of Demand Generation, with responsibility for all aspects of marketing and lead generation for the company, until its sale to RealPage, Inc. in December 2017. At RealPage, I oversaw the integration of Rainmaker and was responsible for delivering and improving the annual user conference: RealWorld 2018. Specialties: Business Consulting, with a deep functional understanding of price optimization (revenue management), market and business intelligence. Extensive experience of B2B Marketing - including content marketing and campaigns, PR, marketing automation (HubSpot and Salesforce.com), event promotion and content program development. --- Send in a voice message: https://podcasters.spotify.com/pod/show/mike-brewer/message Support this podcast: https://podcasters.spotify.com/pod/show/mike-brewer/support

This week, the PIC are trying something new...VIDEO! So we don't have a guest, but we do have two triumphs to celebrate! First, Steve talks about the great time he had at John Faye's amazing book release party for "The Yin and the Yang of it All" at the Ardmore Music Hall. Then, Chrissie celebrates 10 years of Jenkintown Dance Arts! It's a short and sweet episode that Steve spent way too long editing in Final Cut Pro, so enjoy the Multicam because that may not happen much in the future! LOL. ━ Video Chapters ━━━━━━━━━━━ 00:00 Intro Music - We're Gonna Be OK, Basil Khan 00:55 We're Trying Something New 02:45 John Faye's Book Release Show! 17:02 Chrissie Celebrates 10 Years of JDA! 24:26 The Wrap Up! 25:43 Outro Music - Rescue Party, E.Joseph ━ Topics Discussed ━━━━━━━━━━ - The Yin and the Yang of It All (now in audiobook form!) - https://www.amazon.com/Yin-Yang-All-RocknRoll-Mixed-Race/dp/1642257435/ - Jenkintown Dance Arts is 10 Years Old! - https://www.jenkintowndancearts.com - Party at JDA Day on May 13th! ✅ Subscribe to the Pod http://partnersincrime.show ☕️ Support the Pod http://jenkintownartsgarage.com/coffee

阳春三月是女神月，更是美丽季，重庆伊宝贝生物科技有限公司给重庆爱美的女性带来见证美丽奇迹首映礼。2023年3月18日下午2点由重庆伊宝贝生物科技有限公司携手JDA暨大美塑公司共同开创一场见证美丽奇迹的“美的首映礼”名媛会在重庆丽晶酒店盛大开启。

Elizabeth Zucker is an expert supply chain professional with over 25 years of experience. She has led numerous procurement and strategic sourcing initiatives that have transformed organizations to be more effective and deliver higher value contribution. Her specialties are supplier relationship management, total cost analysis, and global sourcing process. Having held executive procurement roles in multiple global companies, she has extensive experience enhancing procurement teams' ability to deliver greater value, with clients that span a variety of industries. She has had held executive level roles at Pepsi, Yum! Brands, JDA and Krispy Kreme Doughnuts. Her career has spanned both international and domestic strategic sourcing positions. Her consulting client list includes in quick service restaurant giants, leading retail chains, telecom firms, and consumer product brands. She has experience sourcing and negotiating contracts across a variety of spend categories, with a focus on relational contracting that drives win-win outcomes. She has co-developed multiple strategic sourcing processes, co-created both the SIG Certified Sourcing Professional and the SIG Certified Supplier Management Professional programs, and has authored four articles on supply management best practices. In addition to community volunteer boards, Elizabeth serves on the CPO Advisory Council of ISM Dallas and as a faculty member for SIG University. She earned her MBA from Georgetown University and her BA from Wellesley College. She co-founded Majel Partners in 2018. She is on the Faculty of SIG University's Certified Sourcing Professional program, and has written articles for Inside Supply Management and eSide magazines. More information can be found here: www.marcyllecombs.com

In 2019, Rajasthan's Ashok Gehlot government 'asked' the Jaipur Development Authority to ‘rein in' encroachers. According to JDA data, it has demolished 76 big buildings since.   

In this episode of Telaid Tech Connect, Alex Siskos, Senior VP of Strategy at Everseen, explores the accelerating pace of AI rollouts and how AI and computer vision combine to deliver new and powerful insights to retailers. In this episode, we explore growing use cases and deployment pitfalls.     IN THIS EPISODE:     [2:18] Why did Everseen start with AI solutions at the self-checkout?  [6:10] What are some opportunities you see for AI beyond the self-checkout experience?    [10:49] How did Everseen start to “lift and shift” technology?   [12:39] How do retailers avoid the deployment of AI as a point solution, instead building an AI platform that consolidates and collectively solves key business problems?    [20:08] What are some hurdles you see when it comes to AI deployments?   [23:51] What hurdles have you seen when adopting computer vision?     KEY TAKEAWAYS:     When Everseen set out, the founder's lifelong mission was to reengineer critical business processes in retail to make them more efficient, save money and/or reduce threats. As retailers transitioned from staffed checkout lanes to self-checkout, they could not see what inventory was lost, how, why, or by whom. By fusing AI and computer vision, we could give retailers actionable information in the moment.  AI/computer vision also turns friction into moments of self-correction. If the system determines that someone has missed an item or can't find the scan code, it can show them how, allowing for self-correction and prevention of an unintentional loss.  The amount of data is increasing with every store deploying this technology. Across 50,000 AI edge points Everseen has installed, which capture video every single day, there are now about 200 years of video that we are ingesting and analyzing. This video includes about 15 million transactions with 220 million SKUs involved in those transactions. Keeping eyes on all of that and providing context is where Everseen adds value, breaking that video into smaller, more manageable pieces.   With point-deployments, retailers run the risk of having several ISVs internally that don't talk to one another. This creates overlap, confusion and leaves departments fighting over camera use.  Retailer is coming out of a pandemic and going back to “normal.” But the new “normal” is riddled with inflation, crazy macroeconomic situations, international wars, supply chain disruptions and other problems. This means a marathon-like effort to adopt new technologies is occurring at a sprint pace.     LINKS MENTIONED     Everseen    LinkedIn – Alex Siskos    BIO:     Alex joined Everseen in 2017, bringing more than 25 years' experience in retail strategy and analytics. He previously served in leadership positions at Walgreens, led the entry of Blue Yonder into North America, which was later acquired by JDA. He also held business process strategy, market development and analytics roles at Accenture, Nielsen and Crossmark. Alex leads market analysis and corporate strategy for Everseen, helping to drive the company's growth across the retail sector as well as its expansion into a variety of other market segments. 

Segundo programa de la temporada, hablando de los nominados del JDA y si resistiremos a los cantos de sirena que nos llegan desde Essen...con el equipo en cuadro nos viene a ayudar @TaniaConJugar Un podcast desenfadado sobre juegos de mesa. @agua_de_noviembre, @mecuento20, @FranCubomagazine,@IrnMM, @Caperucitalúdica, y @Pabbloh TELEGRAM : https://t.me/DVF_enlamesa

Our fall fundraising campaign is underway and generous supporters have agreed to match your donations. Mondoweiss is a reader and listener-funded non-profit news publication. This gives us the independence to report on events in Palestine accurately and comprehensively because we answer to you, our readers and listeners. In the past 3 years we've invested pretty heavily to grow our team of reporters and contributors. We now have 4 full-time staff in Palestine, 5 full-time staff in the U.S., and many regular contributors all over the world. And I'll be honest, growing a non-profit news organization in today's media landscape is a pretty risky move. But we believe the movement for Palestinian liberation is in a transformative moment. And we believe that Mondoweiss plays a critical role in centering Palestinian and anti-Zionist voices. That's why we've taken this risk to grow our staff in these uncertain times, and it's why we need your support. Please visit our website at mondoweiss.net to learn more about our fundraising campaign and chip in. Your contribution will be matched, doubling your impact. Thanks so much! The Canadian group Independent Jewish Voices today is releasing a report titled “Unveiling the Chilly Climate - The Suppression of Speech on Palestine In Canada.” Researchers Sheryl Nestel and Rowan Gaudet spent the last year gathering information and testimonials about the repression faced by academics, students and Palestine solidarity activists across Canada. This is the first study to use ethnographic methodology and qualitative analysis to describe both the overarching effects of this repression as well as the deeply personal impact it has on activists, artists, students and professors. While many people active in the Palestine solidarity movement are familiar with the tactics described in the report, it is shocking to read the dozens of testimonials collected and understand the extent and scope of the suppression efforts. I spoke to Sheryl and Rowan last week about the report and what can be done to counter these attacks. - - - - - Support our work Help us continue our critical independent coverage of events in Palestine, Israel, and related U.S. politics. Donate today at https://mondoweiss.net/donate Articles and Links mentioned in the show Report: Unveiling the Chilly Climate – The Suppression of Speech on Palestine in Canada, Sheryl Nestel and Rowan Gaudet at IJV The ADL declares war on Palestine solidarity groups, Michael Arria Palestinian students facing increased harassment on Israeli campuses, Jessica Buxbaum UVM president rejects antisemitism charges, but university remains target of pro-Israel groups, Michael Arria The IHRA and The JDA, Michael Arria in The Shift newsletter Professors fight to defend Palestine and protect academic freedom, David Spero The manufactured campus antisemitism hysteria intensifies, David Samel Trump's executive order on antisemitism is only meant to suppress Palestine solidarity on campus, California Scholars for Academic Freedom Pro-Palestine campus groups are being targeted via federal complaints thanks to the Trump administration, Michael Arria Subscribe to our free email newsletters. Share this podcast Share The Mondoweiss Podcast with your followers on Twitter. Click here to post a tweet! If you enjoyed this episode, head over to Podchaser and leave us a review and follow the show! Follow The Mondoweiss Podcast wherever you listen Amazon Apple Podcasts Audible Deezer Gaana Google Podcasts Overcast Player.fm RadioPublic Spotify Stitcher TuneIn YouTube Our RSS feed We want your feedback! Email us Leave us an audio message at SparkPipe More from Mondoweiss Subscribe to our free email newsletters: Daily Headlines Weekly Briefing The Shift tracks U.S. politics Palestine Letter Follow us on social media Facebook Twitter Instagram YouTube LinkedIn Tumblr

#14 - Special guest, Dr. Jeff Duncan-Andrade, Professor of Latina/Latino Studies and Race and Resistance Studies at San Francisco State University, joins Dr. Terrance L. Green (he/him) on the podcast. Terrance and Jeff discuss  why districts need to radically rethink schooling, how schools might become an institution of prevention to build a just and well society, and how districts might respond to the impacts of COVID-19 and so much more. This is the first part 1 of two episodes with Dr. Duncan-Andrade. You can learn more about Jeff's work and follow him on Twitter at @JDuncanAndrade. I hope you enjoy this episode and join our community at: www.raciallyjustschools.com. When you join the community, I will send you a FREE video on 3 Tips to Make Your Racial Justice Work Better. 

On this episode of On Deck, Chris welcomes Pat Norris, the Executive Vice President of JDA.media. Chris and Pat talk about the state of the media business, retail automotive, and their love of music.

Want to know how you can deploy a smart warehouse for your business? Today's guest is Dan Gilmore of Softeon, a company that provides a full suite of flexible and robust end-to-end supply chain software solutions to deliver success. He joins Joe Lynch to talk about the idea and technology behind their system. They discuss some of the big trends impacting warehouses, e-commerce, and retail. From labor shortages to automation, Dan enlightens on the benefits of WMS and WES for any business. Tune in to better understand the perks of this new smart technology for optimizing your business! The Smart Warehouse With Dan Gilmore Our topic is the smart warehouse with my friend Dan Gilmore. How's it going, Dan? It's great. I'm happy to be here. I'm glad I'm finally getting to interview you. Please introduce yourself, your company, and where you are calling from. I'm a Chief Marketing Officer of a supply chain software company called Softeon. Our company is headquartered in Reston, Virginia, outside of Dallas Airport. I happen to be in the Dayton/Cincinnati, Ohio area. What does Softeon do? It's a supply chain software company, primarily a supply chain execution. The company was founded in 1999. Our first customer all the way back then was the L'Oreal, and we proceeded to build out a suite of solutions that were brought in deep capability. That includes warehouse management systems, and all the stuff that goes around warehouse management systems including labor and resource management, slotting optimization, and yard management. A newer thing which we will get into because it's critical to what's happening in terms of the smart warehouse is something called warehouse execution systems, which have been around for a while but gained prominence in the last couple of years as a way to optimize and orchestrate order fulfillment level at a capability that's beyond even very good tier ones. This category of stuff is called distributed order management, which has to do with the optimal sourcing of products based on customer commitments as well as network capacities constraints in how do I get the lowest cost alternative that meets the customer needs? It's a very prominent in omnichannel commerce. It is almost essential in retail but we are having a lot of B2B type of successes in distributed order management as well. There are some other things that could give a flavor to what we do. You started well before eCommerce was a thing. Do you still support stores and that kind of warehousing? Traditional WMS type of capabilities for retailers, would largely be store replenishment. Now, we are moving into eCommerce fulfillment. Many retailers are also looking to have a lot of activity at the store level, whether that's buying online, pick up in-store, curbside pickup or store fulfillment. We've got some solutions there, both in terms of the distributed order management that I referenced. It is the tool going that says, “The best place to fulfill this order from based on the time commitments as well as inventory availability, labor availability, etc. is store 3, 4, 5, 6, 7,” and then have the ability to first identify where it's the right location. That could be obviously a DC, a third-party facility or something like that. The first word is the best place to source it from, and if it's a store, we have a store module that facilitates the inventory transactions, picking transactions, and shipping at a store level. That became a thing. Target is one of those companies that if you buy something online from them, they are more likely to ship from their stores these days. I have seen and the figure keeps rising. The whole market has changed. The more high-tech feel and touch, the less back-breaking work and less bending over and lifting heavy cases. It's like 80% or 90%. Let's say 90%. That's the number I had in my mind too. They are doing them from the store, which is incredible. Before we get into all that, tell us a little bit about you. Where did you grow up and go to school? Give us some career highlights and bullet points before you join Softeon. I'm an Ohio guy. My whole life, I grew up in Akron, Cleveland area, and then got a job with NCR after grad school. I got an MBA from the University of Akron. I got a job at NCR that was here in Dayton. I was a Product Manager in charge of barcode and data collection. The way serendipity works, I moved from barcode data collection systems to wireless systems and then got into WMS. I was into consulting for a while. I have done a lot of marketing in the space. I was also Chief Marketing Officer at the Red Prairie before it got acquired by JDA and became ultimately Blue Yonder. Earlier in my life, I spent a couple of years implementing WMS, a couple of major projects down here in the Cincinnati area that helped me learn a lot about how the technology works and what's good and less good. Notably, in 2003, I started a publication called Supply Chain Digest, which changed the face of online supply chain and logistics, news, and coverage. I still keep a light hand on it. I still write a column once a week still for Supply Chain Digest. I have read that. I wrote a lot of blog posts in the past. When you are a writer, I have joked that “My research is a little different than a professor's research, I Google.” You start to realize which publications have good content when you are a blogger. The bar is a little lower for a blogger than it is for somebody who is writing in a publication. I would say, “Supply Chain Digest always had good stuff.” When and why did you join Softeon? It has been a few years now. I had done a little bit of side consulting with Softeon before joining, and I was impressed with the breadth and depth of the software and the number of innovative capabilities, but as important as that is, lots of companies have good software. We think we've got leading-edge software but the approach to customers and success - I have never seen a company that consistently puts its own interests behind its customers on a regular basis. We are not going to let anything get in the way of a successful implementation. That's a direct record that's unequal in the marketplace. It's the care and concern for success at the customer level and not looking at everything through a lens of only professional services hours if I can sell or something like that. It was a different attitude. It intrigued me, and plus, the company needed some help in the marketing area to get that message out. The combination of those factors led me to join Softeon. Our topic is the smart warehouse. Obviously, things have changed quite a bit in this business. Talk about some of the big trends that are out there that are impacting warehousing, eCommerce, and retail. It impacts everybody. Most of the audience is going to say they are living this or these are big surprises but it's nice to still put it all in context, the growing distribution labor shortage and there's a shortage of manufacturing. It's very acute. Everywhere you go, that's what you hear about the turnover levels, retention, and even with the greatest rising substantially. That's everyone's concern. After about a decade of very flat wage growth in warehousing and distribution until a few years ago, now, all of a sudden, the costs are taken off. Amazon has over $20 an hour with attractive signing bonuses in many parts of the country. They now offer parental leave for twenty weeks. I saw it on TV. That would be a very attractive benefit. That's the advantage. Target announced that they were raising their wage in both stores and distribution centers, not all markets but in some markets, by $24 an hour. That's $48,000 a year, and assume there's probably some overtime in there, whatever husband and wife are making up, for example. They are working at a Target DC in those markets, you could be pulling in $100,000 a year for a family, which is not bad money. [caption id="attachment_7940" align="aligncenter" width="600"] The Smart Warehouse: With the e-commerce-driven cycle time pressure, it's unbelievable how fast you can get products these days.[/caption]   This has come up on my show a few times. I'm getting too old for that kind of work, and I can't walk 10 miles a day but if I had a choice, we need to make that job easier. We are going to get to that because this is what technology does. It also makes the job more attractive when they can say, “I go to that job, and I'm learning all this cool technology.” If you can bring somebody in, there's a different feeling when I get to wear all that high-tech gear and use high-tech systems and say, “I'm part of the supply chain,” as opposed to, “I'm a strong back, walk 5 miles a day and nobody gives a crap about me.” There are no questions about that. It's going to be both in terms of the shortage of labor and, second, building to attract people into this career. Now the whole market has changed, that more high-tech feel and touch, less back-breaking work, less bending over and lifting heavy cases, and all the kinds of things to go on and work for a long time. You are spot-on on that dynamic. If we have a shortage, that means the people we do have to be more efficient. The way they can be more efficient is with tech. That's one big trend going on. What's another big trend? There's a bunch in there that interrelated as well. Obviously, the eCommerce-driven cycle time pressure. If you look ay Amazon over your tablet, it's unbelievable how fast you can get products these days, even somewhat obscure products not that long ago, I need a new power cord for my HP computer. Somehow Amazon was able to deliver that the next day. I'm like, “Probably, they have this cable in someplace that they can get it to me one day.” Think of all the thousands of cables that are out there, and they've got mine. The cycle time pressure in that both are in terms of getting the order process from when it drops into the DC and out the door. Obviously, companies are also moving distribution facilities closer to the customer, so the transportation part of the journey is cut down as well. They will remember the specific numbers. It's Home Depot that is building 170 or 180 different local fulfillment centers that are being the largely cross-dock type of facilities that bring bulky items in and get them right to the customer in addition to the big giant warehouses that they already have. It's a fact of life. Eventually, we will teleport or whatever the product from the warehouse because it seems like we are reaching the Laws of Physics there that it can't be here any faster but maybe we will find a way. I remember, many years ago, I was working on a digital marketing project. I was helping this distribution center, nice, concise in Chicago land Peoria. They said we are one-day shipping to 65% of the population of the US. That was always what Indiana, Illinois, and there are so many DCs down in Ohio can always make that claim, and that was good enough. If you said, “I have a DC in the Midwest that can get me to the Eastern Coast, and I have one out West, that was good enough.” We are not seeing that anymore. We are going to get increasingly where same-day delivery becomes a fact of life rather incredible. Amazon and others talk about getting it down to 2 hours or 30 minutes. That's what Target is doing, not with those DCs. We think we will get to Walmart doing some of the same. What's another trend? Obviously, because we are calling the session, we are going to talk about the smart and also the future but it's largely here nowadays. We've got smart everything. We've got smart houses, cars, refrigerators, and toothbrushes even. I saw that a couple of years ago. I'm not sure if it's exactly taken off the map but to monitor how often you brush your teeth. What does it mean? Primarily, it's talked about internet connectivity and some analytics around that. The least examples are John Deere, Caterpillar or companies of that kind, putting sensors and other IoT types of devices on their equipment out in the field so they can get a sense of how people are actually using it. They can do predictive maintenance on it. They could say, “Your guys aren't using the equipment as effectively as they could if they changed their techniques.” It's certainly timely. If we are going to almost start things where it's time for the smart warehouse too but we will get into for the rest of the broadcast era left different than more internet connectivity, sensors, and things like that. That can be part of it but it is a small part of it. The bottom line of it is we are entering a new era of where all soccer technologies that are, in fact, much smarter than we have ever had before. I have argued publicly for a couple of years now that we had about twenty years of relatively incremental progress in WMS technology. I used this in speeches before but a few years ago, I was cleaning up my office and running the holidays as I often do when I found an RFP from a major food company for a WMS circuit in 2003. I looked through that and I thought, “This doesn't look all that different than the RFPs we are seeing in 2019, 2020 or whatever year we are looking at that.” I looked at it and said, “The big difference is not in the functionality being asked for. It's that now, a lot of that functionality is, in fact, core product, configurable product than maybe a lot of it had to be achieved through customizations.” That's probably true. Same-day delivery has just become a fact of life. The fundamental way of where WMS operates didn't change all that much give or take from 2000 to 2020 or somewhere in that range. Now, with the smart technologies that we are talking about, they are brought by the world's execution systems in working with WMS, I talked about before. This is a new ball game, and it was going to be fun for the rest of the people here to talk about this. You throw in a new term there. You said warehouse execution system. Those have been around for a while but they are now becoming the norm. It's becoming very prominent, and then the value is starting to be recognized. What is it? A couple of three companies had the belief and correctly, for most of the WMS systems did not care enough about equipment throughput and utilization. We wound up with big peaks and valleys, and anybody have been in a district distribution center, even a busy one. You have seen it where there are all kinds of activity at the beginning and the middle of the wave, then as the wave starts to dissipate even on a big, expensive, huge sortation system, you've got a relatively small number of boxes moving around, waiting for that wave and everything to close out. You said wave. Does that mean the orders come in waves? Yeah. The work is released in what is called pick waves. That's based on any number of different attributes. It could be the carrier schedule, value-added processing that needs to be done or workload balancing across the different pick areas of the company. You organize the work against various attributes that constitute a block of work that's typically referred to as a wave. I know I've got all these trucks that are going to show up and they are taking different orders, so maybe I'm working to that order that's going to fill up that truck. The problem, to your point, is we've got already may be a shortage of headcount in there. Now when we have waves, I'm not being efficient because I've got too much work at one moment and then not enough at another. The whole goal of WMS of what we're talking about with the smart warehouse is overcoming, I mean, obviously, you've got to plan and execute based on the workforce that you have here, and we will talk about that. Having a warehouse management system that gives me stuff was great in the past but you are saying, “I will help you with a WES or Warehouse Execution System. I'm going to help you manage the flow.” Manage the flow work and the resource utilization, and then new ways. Part of that still ties into that interest in level loading or making the flow of goods across an automation system more smooth and consistent because if you can do that, there are a couple of things. First off, the total throughput of the system is likely to be better. Second, if it's a new facility, you could probably get by with a smaller sorter because you are going to be able to utilize it more consistently over a block of time, a shift or over what you want to look at it there. The other breakthrough that Softeon said is that the WES tends its roots and level loading of the automation and better utilization there. The WES works extremely well, even in non-automated facilities or lightly automated facilities. [caption id="attachment_7941" align="aligncenter" width="600"] The Smart Warehouse: The fundamental way a warehouse operates didn't change all that much from 2000 to 2020. But now, with smart technologies, this is a new ball game.[/caption]   As a matter of fact, one of our leading customers did a press release a couple of years back that talked about 50% productivity gain from implementing WES or Warehouse Execution Systems on top of existing Softeon WMS, and doing that in a totally manual environment. Everything is part of a system. You can have a sortation system, goods to person system or put wall system or whatever. It's got a certain capacity, throughputs, inputs, and outputs. Twenty workers walked around on a three-level case pick module. There are systems too. They have inputs, outputs, throughput, and expectations. The one big difference is that with a more manual system, you can throw more bodies at it up to the point of diminishing returns and gain through the port from that area, whereas a heavily automated system is rate as its rating. You are not going to do a whole lot to affect that. Throughput is everything, whether you are a plant, a freight broker or a warehouse. The stuff that goes out the door and that we can charge for is what we want to do. Having a warehouse management system is great. I know there are certain warehouses. Probably the old ones still don't even have that. You are saying to be as efficient and effective as you need to be in the market, you need a warehouse execution system that gets me the flow and that throughput. It may not be for everybody, and there are certain things you can do. We could take your core WMS and add some select capabilities from a full-blown WES if a modest level of that kind of automation is necessary. It's not necessarily for one, and I don't want to position it that way but it's certainly something that you want to take a look at as you get to where you've got a significant number of workers. Even smaller operations, things like the automated release of work to the floor without the human being need needing to be involved, that's going to be attractive even for a mid-size operation. The first thing we need is we need to get into this. WMS is given. You said that there was an incremental improvement for many years. Now, you are starting to see big improvements that may be driven by the market that needed big improvements in recent years. Part of that is this WES. What else is there that's part of that smart warehouse? There's a whole bunch of stuff. First, as a reminder, the automation because automation is tied to the labor shortage. Even a couple of years ago, it was very common to talk to DC managers or logistics executives, and automation wasn't necessarily very high on the radar. Nowadays, almost close to 100% of the companies we talked to, even smaller companies, are looking at automation of some kind. That could be big automation where you've got traditional sortation systems but can be very large, goods to person systems, those kinds of things. There's also a lot of interest in lighter, more flexible, and less expensive technology things like what are called put walls. What's a put wall? In great simplicity, it is a technique or a structure, which is a module with a series of cubby holes or slots. In one of these modules, we have 1 customer that has 80 of these modules. What you do is you pick the orders, then when you come to the put wall, you distribute the order to the different orders that need that product. I batch pick the product. I bring it either mechanically or manually to the put wall. Typically, a series of lights says, “This company wall number 3 here and needs 1 of the skews. Put wall in. This one needs 2 that skew you put two in. This one needs 1 put 1 in.” That process repeats itself until all of the items for a given order are complete within that cubbyhole. That's called putting. That's why it's called a put wall because you are taking the order in back, and then you are putting it into the put wall. Around the backside, lights will turn on that indicate, “This cubbyhole is now complete.” The operator comes up and touches a button typically. That starts the printing of the label in any shipping documentation that's required in the orders packed, shipped, and off you go. It provides a tremendous amount of productivity. It's very flexible. You can start small. We had one customer that started with a 1-foot wall module, then added 8 or 9 more because they liked it, then they added 20 more because they really liked it, and did this all over a couple of three-year types of the period there. For any kind of piece picking, especially of soft goods but other types of products as well but often driven not only by eCommerce with any kind of heavy piece picking operation can be a great solution but you've got to have the right software to do it. You've got that big like almost a shelf you said like cubbies on that I'm putting a product through it. Maybe I walked over, and I got 10 different sweaters, 10 sweaters that are all the same, and this cubby gets one. As I do that, I'm scanning it or it recognizes that it's in there. It's informing the other side of the cubby when the order is complete. It needs two sweaters and a pair of shoes. That's just one more way. What do you call this? Technology is only part of it. The other piece of the cubby that walking up to that, I could be putting those in bins in the old days but this is putting that on steroids. The bottom line is we are entering a new era where all technologies are, in fact, much smarter than we've ever had before. It was just a new way of doing it. There are a lot of people who talk about this in terms of optimizing materials and handling systems because getting this right is not a trivial task. I don't want to steal all my thunder from later on but the ability to rapidly turn these put walls and cubbyholes are the whole key to the success. If it's taking you a long time to do that, you are not getting the throughput that you required and probably wasting your time and money but if you can rapidly turn those by making sure the inventory gets there on time and efficient execution on both sides of the wall, then you've got something that can drive a lot of productivity. I don't know what the number is. There are quite a few customers now that are using put walls. When we would go out to some new customers, we've got some videos to show them an operation, and they are interested in seeing how this works. It's the technology along with mobile robots that you are going to see, any eCommerce but any kind of piece picking as well, you are going to see a lot of adoption. I'm an automotive guy originally. When you used to go through a plant, you would see people doing lifting heavy things when I first started, crouching down and doing functions that were hard on the body. Maybe it's not hard on 1 day, 1 week or 1 month but over 1 year, you are going to have a bad back, shoulders or knees. The same thing happens in these DCS or the warehousing. This automation you are talking about is making it easier on the workers, which means, “Hopefully, I will be able to keep my workers healthy and make that job again more attractive.” One time, I talked to a VP of logistics at Sherwin-Williams, the paint company. He noted that on the manufacturing side of the operation, they were always having people retire, and during retirement, little parties were almost taken. He said, “There was no one that ever retired from the distribution side.” That's because the heavy worker is picking cases of paint as a young man's job. As people got older, they couldn't do that work anymore. People are obviously rethinking that for the aging factor, and then there's another factor, “How do I make the work easier so I can have somebody in their 50s and 60s continuing to do this at distribution center job?” If you gave me a choice to go work in an old school warehouse, go deliver food or deliver groceries, I'm going to do the grocery delivery. I can make decent money, sit in my car, and I don't have to hurt my back, or knees or walk 5 miles a day. We have to make these jobs more attractive or we are not going to be able to keep and get good people. This automation is of such interest to the jobs now that we become more technicians and less of an order pickers. Besides a put wall, what's some other automation you are seeing out there? The automated mobile robots, economists mobile robots or AMRs. There's a huge interest in that. One of the interesting things is that in both put walls and mobile robots, you are seeing a lot of adoption and interest by a third-party logistics companies. This makes the point. In the past, 3PLs were very reluctant to do any kind of heavy automation because they couldn't sync the return on investment with the contracts that they had from the shipper. If the shipper can pay off that equipment, it's going to take 5, 7 or whatever years, and the shippers only keep you where 2 or 3-year contract, the risk of automation is too great in these other kinds of systems. It includes things like voice, picks the lights, and smart cards. They are all connected in some ways. Those kinds of systems can be put in for much less expense, much lower risk, and be incrementally adapted. You can start with three mobile robots and see how you like it, then we have seven more later on or whatever until you get to the optimal point for your operation. The fact that 3PLs are making this kind of investment as a whole new phenomenon and it speaks to the way you can incrementally get into the technology and the high level of payback that they are seeing because we were very strong in the third-party logistics arena, as an aside, so we are seeing it very closely. The number of 3PLs that are interested in this mid-range of lighter picking systems, not heavy automation but it's often somewhat newer technologies. It speaks to the changes we are seeing out there in the marketplace. Those are robots. Depending on the facility, they are not necessarily always replacing people. I talked to the CEO or president of DHL. He says, “We thought we would be replacing people with robots. The more robots we add to a facility, the more work we end up getting for that facility. We ended up hiring more people.” Everyone has a shortage. Job is going unfilled. If the robots are taking some of that slack but very few case studies of people that are adopting these technologies, they are still looking for people who have been able to be on. [caption id="attachment_7942" align="aligncenter" width="600"] The Smart Warehouse: WES (Warehouse Execution System) will help manage the flow of work and resource utilization.[/caption]   What's another thing we need for that smart warehouse? Let's get into it in some more detail. We talked about some of the core software components, things like warehouse management systems and warehouse execution systems. A platform for integrating this automation with both heavy and/or traditional and newer age capabilities. There are some enabling technologies, things like rules engines, simulation and some other things. The core world's operations excellence is still the foundation. How do I get that right? That typically involves traditional WMS-type capabilities. What does that mean? What defines a warehouse management system versus an inventory system is the pervasive use of mobile terminals, barcode scanning, wireless RF devices or whatever term you want to use there, and then a lot of system directed activity, this whole notion of task management and task monitoring, where the system is orchestrating the different traditional paths of put away, receiving put away, picking replenishment, etc., and support for multiple strategies around that. We have lots of different picking method options, different replenishment strategies that I can use, and things that have been around for a while like slotting optimization, detailed labor management, labor reporting, and things like that. The foundation is core operations excellence. That's what everyone should strive to get to but nowadays, there's no ability to take that even further in terms of different types of capabilities that we think are defining what we are calling the smart warehouse. You used a term there that was an integration platform. What am I integrating? You were integrating primarily different materials handling technologies. That can be things we have had for a wall that conveyor transport and sortation. It can be some of these newer technologies like robots and put walls. The key is, “How do I optimize the flow so I don't have these islands of automation that are all doing their own thing.” I talked to somebody in the apparel industry. They have a very large and highly automated facility somewhere down in the Atlanta area. It's 1 million or 2 million square feet. They are seeing their throughput from that building after huge investments over the years and over time. They are seeing the throughput decline. What's happening, he believed, is that the business keeps changing. They keep having all these new requirements in terms of how an order needs to be processed. What they do is they keep building new wave types. We talked about wave planning before. Now they are up to like 70 or 80 different wave types. Every time there's another problem, wave fight number 82 if that solves our problem, it's not solving the problem. Part of the reason is that the system is not looking holistically across the facility and seeing how I can optimize the flow of work as a whole, not as an individual subsystem. That's part of what we are talking about here with the smart warehouse. That's the thing that traditional WMS has not done. That integration platform means I can connect all the tools and all the different systems I'm using all connect easily through that integration as opposed to the old way, which is a standalone $100,000 integration with expensive people who have to code. That's certainly part of it. It's managing the flow of work across that. I'm getting hit myself again but for example, you can have some scenarios where I have different paths for an order to be fulfilled. One of the paths and the most efficient for certain orders is maybe a group of put wall models. Let's say put wall area, for whatever reason, starts to be congested. All of a sudden, there's a big backup on the conveyor feeding into the put wall area. The system is going to automatically recognize that. For some time, route orders away from the put wall into manual cart picking, which takes them to the packing station, the same packing area where the put wall automotive leads. When the congestion is clear, then the system automatically reroutes that work back to the put walls again. Now you are looking at only the plain integration but in monitoring the flow of work that's happening and making real-time decisions accordingly. I'm an automotive guy, and we had all of those years. We used the term smart factories, and it was the same thing. How do we increase throughput? What can happen is you can end up with a local optimum where some guys are building a big stack of inventory and does nobody any good? What does all that excess inventory doing for me? What makes more sense is to say, “We are going to get this, so there's a flow to it. We are not building up too much inventory. There are no bottlenecks.” This is the same thing. What you are talking about here is, “How do I arrange my people so I don't have these guys sitting around because they already finished while these guys are in a congested area?” The core world's operations excellence is still the foundation. The term flow manufacturing came out of exactly what you are talking about there and was largely developed initially in the automotive industry. We are talking about the same thing. Now we are talking about flow distribution instead of flow manufacturing but the fundamental concepts, more of a pull-based system were being worked on capacities and constraints, more concerned with the total flow of goods and not what's happening in one individual area. All those are very consistent, whether you're looking at the principles that were established earlier in manufacturing or what's being applied here in distribution. I'm going to assume that at one time, the WMS, a big selling point would be, “We will tell you where your inventory is at,” That was probably a big step up. You go, “It does that. Now I'm going to tell you how that inventory moves off of your shelves and out the door and how you bring new inventory.” It's amazing. We still see quite a few every week, we see somebody that's a calling or emailing in, and then we talked to him. It turns out they don't have that real-time visibility of the inventory because they are using some kind of paper-based system or something, and sometimes these are even good size companies. In general, anybody that's implemented a tier-1 or tier-2 level, even WMS shouldn't have that real-time inventory visibility in doing that. It gets into that operations excellence and problem but that's the foundation, “I got to know what I got and where it is by lot, batch, serial number or whatever attribute is important for your operation or combination of attributes.” That's the foundation, but now, we are saying, “How do we optimize on top of that and get more product out the door and lower cost?” It requires investment. Having a WMS tell me, “Here is the information but it's not enough anymore.” To your point, we need all of this to get there. You asked me about some of the components of the smart warehouse, and I talked about it from a product category perspective, but now, I'm talking about it more from a philosophical or a functional view. One of the key foundations is constraining condition awareness, “What's happening in my building? What's happening with the flow of goods?” One of the things that first got me to understand WES in a deeper way is this notion that it's always-on listening and monitoring the environment. If you think about a traditional WMS, it's more sequential-oriented, “I receive the product. I put it away. I replenished pick sites. I do the picking. I take it to pack or evaluated services. I put it in this receiving staging. I get it shipping staging. I get it out the door all very good then the delivered.” A lot of companies don't have that. Organizing and automating all of that are big steps forward but we need to take it to the next level. If you think about this notion, the system is always on monitoring throughput and flow. There are certain rates and throughput that I'm expecting. I need to be able to have a flexible set of dashboards supported by event alerts and notifications. If there's a problem that says, “Here's what's happening across.” However, I wanted to find it in the area, I can define an area as a case picking module or as a whole three-level case pick module. I see that as one unit, and I want to know what the throughput is there. Maybe I want to see it at each level of that pick module. I can see it more gradually. What's nifty about this is that new level of visibility, the activity, throughput, bottlenecks, alerts, and corrective action automated, increasingly automated, if there are bottlenecks. That provides a nice set of real-time dashboards of looking stuff where people can see what's happening, “I have these many orders pending here that's already been completed. Here's how many are in picking,” or all of that level of detail. To understand what's going on here with the smart warehouse is, the system is using that same data that's being exposed to managers and supervisors that's what it's using to make decisions as well. I decided that example of being aware of the backup that's happening in the put wall and automatically, for some time, routing work around that until the congestion is cleared. That's what's different now about this visibility and activity monitoring. Being able to flexibly do that however you want to define a processing area could be evaluated services. It could be peace picking and all these things. Obviously, now the design is at these different flows throughout the facility are in sync. I'm not getting old backed up and packing, which is causing problems way back, picking and replenishment because I haven't automated the visibility and the flow, release in a way that's going to be cognizant and aware that I've got a problem here and, “Here's what I need to do about it for some time until we are adjusting. We are just taking action to solve the problem.” You sent me a PowerPoint and I have this here. It's got that real-time configurable dashboard. It's been a while since I have seen somebody had me a piece of paper but somebody handed me a piece of paper that had 40 columns. It was like an Excel spreadsheet or something, maybe a spin out of a system. It had so much, I looked at it and I was like, “What am I supposed to do with this?” I liked the idea of being able to configure it for those KPIs that I care about. [caption id="attachment_7943" align="aligncenter" width="600"] The Smart Warehouse: One of the things that got me to understand WES in a deeper way is this notion that it's always on, listening and monitoring the environment.[/caption]   I don't want to measure everything. That's just me. Tell me the 4, 5 or 7 things that matter that tells me my warehouse is moving in the right direction, and that things are working well. It says, “Orders with issues.” I also love the idea that I don't find out about the issues in next week's report. I find out about them in real-time. The point that you made is a nice transition to this notion of another component. We talked about the real-time visibility of capacities, constraints, the conditions up there, and the always-on nature of the WES. Now, we have talked about looking at a table of 40 rows of information or whatever. It's all in the past. It brings up a point there, which is even with higher-end WMS, this is one of the learnings and insights that we have. There's still a tremendous amount of decision-making that is being done by human beings. As the manager, whoever you were talking about there in your example, staring at a 40-row spreadsheet or whatever, you see the same thing nowadays of managers and supervisors staring at computer screens, trying to figure out what the right thing to do next. Here's the reality. Every time you do that, first off, you introduce some latency into the system because it takes time to look at those different screens, think about it, make decisions, and scribble some things down on a piece of paper to remind you this needs to be taken care of or whatever. In most cases, there's no way a human being can make the optimal decision in the same way that a computer can. Even if you are a smart guy or girl, there's just too much data and too much to try to process at one time. Part of the capabilities of the smart WMS is the much more advanced software-based decision-making. Things like order batch optimization, given block of orders, “What's the best way to most effectively execute that on the software floor?” What we think is absolutely huge is this notion of the autonomous warehouse, as a term of Gartner is used, and others have used it as well but it talks about being able to automatically release work without the need for a wave planner, inventory expediters or all the kind of people that you see often involved in these decisions about what work to do when. Work relation on a variety of attributes, things like the order of priority, the inventory and resource availability, what kind of optimization opportunities are there? The bigger the order pool and more optimization opportunities you have because they are more data or conditions to be optimized but you can't hold on so long. You are not getting the throughput out through your cutoff time. This is a huge one. It's sophisticated. Whereas now, at 4:00 or 5:00, when the UPS, FedEx or whatever truck is leaving, you often see, and we have made commitments to the eCommerce is going to ship, you see a certain amount of chaos going around, trying to figure out all the orders that need to go on that truck, have been on the trucking and what to do about it. What we are talking about here is we are saying, “This is the work. We know how long it's going to take to pick and transport those orders to the shipping dock.” The work is going to automatically release itself. At the beginning of the day, we are more concerned about optimization. We still got a lot of decent amount of time, so we can focus on doing it the most efficient we can but as you go throughout the day, that needle starts to change from the focus on efficiency and cost to efficiency on customer service and making sure that those items are on there. The system does that automatically. It's configured to take those into consideration. Now those orders are getting on the trucks automatically without the chaos and the difficulty that's going on out there. This is a step-change capability here. We are talking about a system that is self-learning and in optimal how releases work. This is another concept we have had in distribution software before, and this is what defines what works on the smart warehouse. I had a boss in the past when I was young, I remember I sent an Excel spreadsheet to him, and it told a story. He's pulled me into his office and said, “This is a great Excel spreadsheet. I have to go through here and come to the same conclusion you did.” I go, “It's easy.” He goes, “No. When you send me this Excel spreadsheet, send me a recommendation. I don't want to have to come to a conclusion. That's your job. Show me that you attach the data back up but give me a recommendation.” I feel the same take way about running a warehouse, “Don't make me figure it out myself. Give me an alert that says, ‘This is a problem. This is how many orders are at risk. This is how many orders need to get on that truck that isn't done yet.'” To show you a simple example. Still, a lot of people, especially for eCommerce, are doing manual cart picking. I may have a cart that's got a certain configuration 3x3 or 4x4. What I mean by a 3x3 would be 3 shelves that each have room for 3 cartons each. I have nine total orders that I'm working on there. Most companies that we see do that are doing it with paper picking or pick by label or something. There's some attempt to do that more efficiently but something as simple as cart picking. The smart warehouse can take it to a whole new level. First off, you've got to get this order pool that's out there and at any one period. I'm probably going to have done some cartonization logic there to determine what should go in what box, especially with a multi carton order. In most cases, there's no way a human being can make the optimal decision in the same way that a computer can. Even if you're really smart, there's just too much data to process at one time. If you are shipping, for example, you don't want to put perfume in the same carton as payroll because of the obvious contamination that can happen there. When a picker comes up and scans a barcode on that cart, the system is going to automatically know it's this configuration, 3x3, 4x4 or whatever. It will have done some optimization typically in terms of what's called cluster picking were, “I'm going to take that cart to one location. I will put as many orders as I can on the cart that is signed to that cart that has the same set of skews so I can minimize my travel distance. Hopefully, I'm being clear on what that means.” Now I get to that location that can be done with lights or it can be done with barcode scanning. It says, “Take one of these from this location, put it in the carton slot 3'1, which is the 3rd shelf and the first location. The next one is 3'2. 2'3, 2'1 or whatever that sequence. I'm doing that in a way that makes it very efficient but we can take it even still beyond that. What if a high-priority order comes on? The pickers walk along as long as there's a location on that cart, whether it's a carton or a tote they are picking into. If it hasn't been started, we can remove automatically a lower priority order and insert a higher priority order that has come down onto that card as long as we would typically do it. The picker doesn't have to turn around and go backward as long as it picks for the new order or ahead of that picker. We do that without the picker, even being aware that it happened. You can expedite automatically like, “I got a truck that's going to be here one hour. We haven't even started yet. Let's get this going.” We say, “If you get an order in by 2:00, we will ship it that day. If it's 1: 58, all of a sudden, an order drops. I got two minutes.” This isn't going to automatically insert a higher priority order possible. I like something you said in there that we talked about the labor problem with these guys walking around maybe 5 or 10 miles in a day. One of the reasons we are going to quit, especially if you are me, is I don't want that many steps. When I walk over there, all my orders are in the same area, then I walk over here, and all my orders are there, as opposed to one side of the warehouse, and another order on the other side or I'm walking and go, “What has my life become where I walk back and like this?” Order pool optimization as well because the bigger the batch that I'm working with, the more opportunities I have to gain those picks together. On a given card, I'm maybe walking a very few feet. To your point, and this is where you get into the whole notion of mobile robots because now, perhaps that, “I go to the pick location, I pick the order but I'm putting it on a pick card. I'm putting it on a mobile robot, and the mobile robots can move on to the next location or on the packing of the orders completed. I'm walking very little at that point or comparatively little, which is one of the attractiveness of mobile robot technology.” Hopefully, it's becoming clearer. The nature of the warehouse is changing, and a part of that's going to have to be to not only be more cost-efficient and get more out the door with the staff that I've got but it's making sure that people have a less miserable work experience and hence hopefully going to stay with this a lot longer. This is not your grandpa's warehouse anymore. To be competitive, it used to be like, “These guys are high tech because they have a WMS.” Now we are starting to spin out the automation, the warehouse execution, and the integration platform. This is all getting really high-tech. Do you think this is probably the lowest-tech business there was many years ago? House is all going to play out. It's going to be interesting to see but the lighter automation techniques, including the robots and the put walls, are so attractive in terms of their flexibility and expandability. There are machine learning, artificial intelligence, and all kinds of things going to be involved here. The warehouses are becoming technology centers. If you see the private equity money that's flowing into robotics firms, AI firms, and others, in a lot of the smart money, it's the work that they do. Companies, retailers, and other eCommerce companies are starting to realize the importance of a well-run warehouse. Was this guy's quiet logistics? They've got bought by American Eagle. That was American Eagle recognizing the traditional retailer, the same thing we're going to buy ourselves a warehousing company because that's how important this business is. The force behind what has become locus robots. We will move our vendors that happened because Amazon had bought key assist systems right before that and left a quiet without a partner for automation they were building the business on. They invented their own robot. [caption id="attachment_7944" align="aligncenter" width="600"] The Smart Warehouse: What's really different now about this kind of visibility and activity monitoring is being able to flexibly do that however you want to define a processing area.[/caption]   Bruce Welty was at my show. He's the Founder of Quiet. He said he got a phone call saying, “Are you guys using those Locus robots?” He says, “Yeah, how do you like them?” “We like them a lot. Can we come to visit?” “Sure.” It was Amazon. Amazon looked around and said, “We love this.” They bought Locus. A couple of other things I would like to bring up. First, broader use of some automation ideas or IoT type devices. RFID is starting to make something of a comeback years after Walmart tried back in 2003 or 2004. Generally, you are going to see many manual scanning activities that are going to disappear or if I need to move this way back now from being implemented at the store level by customers concerned with the eCommerce fulfillment for inventory equity purposes, you are going to see a move back up into the distribution operations. That will certainly be a big part of it. We were already doing things like, for example, we are a broker with a pick cart. Picker with a pick cart can walk up to a fixed zone. The IoT automatically recognizes that this person is on. It automatically turns on the pick lights that are on those four pick locations. It's a minor thing there but that's an advancement we are going to see. We have even done some stuff with congestion management and COVID, where we can tell exactly where somebody is in the I or using IoT and being able to assign work based on real-time visibility to who's closest to that work, but also when the COVID area being able to space people apart so that they don't get to say within 8 feet of each other, whatever that happens to be, whatever your metric you want to use, therefore that group constraint. There are some various things that can happen there. This is still slow going. It hasn't taken off as fast as many people think but you are going to see RFID and IoT start to make some mural inroads over the next years. We have this follow the notion of Gartner and what's considered to be called a conversational voice. The transactional voice is doing the picking, pallet build or something using voice technologies. Typically, reading in a location check digit and doing a hands-free pick, replenishment or whatever the task might be but we're starting to get now into more of a dialogue. We are all ready to the point now where we can have a supervisor take a smartphone and say, “Show me how I'm doing on wave number 235,” over a smartphone. That's going to bring back exactly what's happening now or, “Where's the replenishment for location on 3652?” We are still early in this game here but certainly, we will move to more of a dialogue going on with the WMS and WES than just playing transactional voice-type of technology. We ended with a very exciting where the future interface of the software is going to had. This is where that integration platform you talked about comes in handy. I can connect to all this stuff. The new killer app that comes out, I can get it. We have been left there. Automation and optimization of materials handling systems is certainly a key part of this. We refer to it, not just as a smart warehouse's the future but as the smart automated across to the future due to the interest in the technologies we have talked about several times already. We can directly connect with these picking assistance, like walls, pick the light or voice without the need for third-party software. Everyone else uses some kind of software from the put wall vendor, pixelate vendor or voice vendor, which adds another layer of integration and costs. It often results in people operating silos. We can directly control a lot of these materials handling technologies. It allows you to operate and optimize those in the context of everything that's happening in the world and all the information that's available, which provides you a lot of benefits over time because you are not just trying to operate in silos. I talked to somebody that was using a pick-to-light system. They talked about how at the end of every week, they've got to go in and clean up all these pics that some of them never were executed in the pick-to-light system. I'm not quite sure why that is but it wouldn't happen with the way we are approaching things because we would be aware of that. It probably has to wait on a real punishment. The problem is the pixelate vendor doesn't do replenishment the documents. You've got these silos going on here and there are a lot of opportunities. In terms of that integration platform, we think this is especially true for mobile robots, people are using the mobile software of the mobile robots. What that does is it limits the total optimization that can be achieved but more importantly, you are now totally dependent on that robot software. What if you want to add different robots or change horses three years from now? There's a better mousetrap that works faster or whatever that happens to be. Now you have become locked in. We refer to it not just as smart but the smart automated across to the future. We think the market needs a mobile robot and a broader automation integration platform. It's almost like an operating system for automation in the warehouse that's going to allow you to have visibility to optimization of robots of different kinds from the same manufacturer of different types for different manufacturers. You are not locked in. It's like a plug-and-play type of environment here three years from now. You can keep the robots or keep dependent you bought, but now, you want to add five more from a different vendor, plug them into this operating system, and have instant connectivity and the ability to optimize the performance. We think that's a much more low-risk approach going forward than locking yourself into a vendor that's coming to the software that's coming from the robot vendor. Get back to the idea of a smart warehouse. It's all about throughput. If I have different systems that are connecting, that are doing local optimums, that's a problem because it's not supporting throughput. I always need that one source of truth. That's the main system that says, “This is all about getting stuff out the door here.” I wanted to bring up one. Earlier, I talked about wanting to give an example of what the put wall. I referenced that as the cubbyholes in put walls. Here's the scenario we are seeing. Let's say there are three line items eCommerce order. Two of those line items in the order come from a carton flow rec area, that's very close to packing. I mean those orders are efficient to pick, in short distance to transport. The third line item is actually coming from a slow-moving mezzanine pick area that's farther away and is less efficient to pick. If you don't do anything, otherwise what's going to happen in those first two items from that order are going to show up rather quickly, then they are going to sit and wait for 10, 15, 20, 45 minutes or whatever it happens to be for that third item on the pick, the order to finally show up. The cubbyhole has been tied up that entire time. What's the smarter warehouse way of doing it? What's the WES way of doing it? Let's say it's 25% slower to go through the mezzanine or whatever the number you want to use it. We would release that third line item in effect 25% or 30% earlier. After the time it takes to pick and transport that as it's on its way to the pack station, now we release the other two orders line items in the carton flow rack. They show up at the put wall for processing at relatively the same time, and now I'm able to turn that wall without the latency that would occur if you didn't have smart software to do that. Hopefully, that's an example that makes it somewhat clearer as to how the optimization can affect operational performance. You would never be able to get that done manually. It doesn't happen. This is like drinking from a fire hose. There is so much going on in this. Put a bow on this. Give us your final thoughts on this. What do I need to get to have that smart warehouse? First of all, the benefit is it is going to reduce labor costs, have higher and more consistent DC throughput, you are going to reduce your need for automation in terms of things like the number of diverse or get more throughput out of the automation you have there. We didn't talk much about labor planning but that's a big part of it. We can dynamically assign workers throughout the course of a shift from 1 to 8 to 9, 9 to 10, or 10 to 11 hours where are they needed motion and in what quantities, improved automated decision-making. It's an assessment. Certainly, if you are heavily automated, there are a lot of opportunities for you. As I tried to make the point earlier, even if you're only modestly automated or not automated at all, these capabilities can have some real benefit for your operations there. The important thing to note with Softeon is these can be implemented very incrementally. I could implement a traditional WMS. Let's say I want the labor planning and allocation part of it. We can take that capability from WES and attach it to the WMS. To give you a solution, conversely, if you want to implement WES and leave your existing WMS in place, we didn't talk too much about that but that's a key dynamic. You need cartonization, which is a warehouse management function and even attach cartonization to that WES implementation. Flexibility is key. That's what we try to design. We call it a shirt component library, where the applications can borrow components, functionality, and services from each other. We are pretty confident that it gives us a chance to understand what you are trying to accomplish, what your operations are like or whatever that some combination of these technologies is going to have a pretty good fit and take your world to a whole new level than we have seen over the last many years. What's new over at Softeon?. What conferences do you go into? We have done with the motor show, and it was a big success for us. We not only showed the smart warehouse, we presented the smart warehouse capabilities. We had a lot of equipment pick the light, other packing stations, etc., right on our routes. At the bottom of every hour, we did a presentation. We had consistently good traffic the whole time. We did a bit of an educational track and a session on the smart warehouse of the future available on Softeon. It was very well attended. That was good. We will be at the Gartner Supply Chain Symposium down in Orlando and then break after that. [caption id="attachment_7945" align="aligncenter" width="600"] The Smart Warehouse: Even if you're just modestly automated, these capabilities can have some real benefits on your operations. These can be implemented very incrementally.[/caption]   We finished up a series of educational broadcasts called the WMS Bootcamp, six different sessions on everything from building the business case to how to implement it successfully. It was a huge success, but all of that's now available on-demand. If they go up to Softeon.com. You will be able to find some links to that. If you have any interest in WMS, they're not commercial, educational sessions. You will find they have a lot of value. The feedback we got on it was outstanding. I would like to watch myself because we went over this and it is gone from simple to more complex over time. I know you are simplifying it but to understand what's required requires a Bootcamp. We learned a lot of lessons. I brought in some consultants and people that I knew and knew what they were talking about in terms of building the business case. We had some folks from Invista that came on and did that. I had some experience or exposure. I knew they knew what they were talking about. Some of that applies to some other consultants as well. It's a real nice series. It's non-commercial. If you want to learn some tips about how to get WMS selection and implementation, you'll find the Bootcamp serves you well. How do we reach out and talk to you over at Softeon? The way to get me is via email. My email address is DGilmore@TheSofteon.com. You can also use Contact@Softeon.com for the general inquiry box. I love to hear from you. Hopefully, we came across, so at least you know a little bit about what I'm talking about and discuss your problems as well. Anyone who wants to reach out can reach out and talk to you about the smart warehouse. Thanks, Joe. I enjoyed it. It was a great conversation. Thank you so much, Dan. Thank all of you for reading. Your supports are very much appreciated, until next time and more network.   Important Links Softeon Supply Chain Digest WMS Bootcamp DGilmore@TheSofteon.com Contact@Softeon.com https://www.linkedin.com/company/softeon The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

This episode we welcome our fellow "Rethink Retail Top Influencers"  Nikki Baird, Ricardo Belmar, and Alicia Esposito. Julia Raymond Hare and Gabriella Bock also join us to explain what the Rethink Retail's list is all about. But first we take on the news of the week, including the continuing "profitless prosperity as exhibited by Warby Parker's expanding losses and the big drop in market capitalization among disruptive retail brands. We also unpack the National Retail Federation's annual forecast, including how to think about the impact of inflation, whether their e-commerce prediction is a bit optimistic and how impacts are likely to be bifurcated. Then we welcome our panel of experts and delve into what they as see as remarkably important for the future, including innovation within brick-and-mortar locations, how to drive innovation through iteration and the growing embrace of convenience. We also explore what our influencers see as important technologies and get their quick take on retailers (legacy and up-and-coming) to keep an eye on this year.  Rethink Retail's Top Influencers List.  Steve's recent Forbes articles related to our news segment After Earnings Whiff Maybe Warby Parker Can Learning Something From Old School DTC BrandsThe Profitless Prosperity of Retail Disruptor BrandsWayfair, Stitch Fix and Pure-play E-commerce's Scaling Problem. Relevant Past Podcast Episodes Why Does It Take a Crisis for Retailer's to Innovate? The Profitless Prosperity of Disruptor Brands Understanding Warby Parker and the Power of Customer-based Valuation To record a question for us to answer on a future episode go to speakpipe.com/remarkableretail About Nikki BairdNikki Baird is the vice president of strategy at Aptos, a retail enterprise solution provider. She is charged with accelerating retailers' ability to innovate. She has been a top global retail industry influencer for several years, with a background in retail and technology. She is a regular contributor to Forbes.com and has been quoted as a retail subject matter expert in The Economist, New York Times, Wall Street Journal, USA Today, Huffington Post, and National Public Radio, among many others. Nikki brings perspective from all sides of the retail technology equation: she has been an industry analyst for nearly fifteen years, co-founding Retail Systems Research, the premier boutique analyst firm focused on the retail industry. Prior to co-founding RSR, Nikki was an analyst at both Forrester Research and Retail Systems Alert Group, where she covered retail industry and technology topics. Prior to that, she was director of marketing for StorePerform, a store execution management software provider, and director of product marketing for Viewlocity, a supply chain software provider focusing on adaptive supply chain execution and exception management. Nikki came to Viewlocity from PwC Consulting, now IBM Global Services, where as a senior manager she led IT strategy consulting engagements for retail and CPG clients. Nikki has an M.B.A. from the University of Texas, Austin, focusing on operations and IT. She also holds a bachelor of arts in political science and Russian, with a minor in physics, from the University of Colorado, Boulder. About Ricardo BelmarRecently named a top 100 retail industry influencer by RETHINK Retail, Ricardo is a marketing strategist and digital transformation specialist. He founded Retail Razor, to advise retail tech organizations of all sizes with their go-to-market, brand strategy, and integrated marketing by leveraging his many years of tech industry experience, and media and industry analyst relationships. He also advises retailers on how to build & scale transformational customer experiences. Most recently, he joined Microsoft as Senior Partner Marketing Advisor for Retail & CPG where he strives to use his experience and network to strengthen Microsoft's retail tech partner community.A frequent contributor to blogs, podcasts, and publications in the retail, payments, and enterprise software industries, focusing on digital transformation and customer experience, Ricardo is a Top 10 social media influencer at the annual NRF Big Show. He is a featured member of RetailWire's BrainTrust panel, a previous ICX Association director, a RETHINK Retail Advisory Council member, and a founding Advisory Council member of George Mason University's Center for Retail Transformation. He has been named Social Media Mayor by RIS News four times at retail conferences and is a contributor to Retail Customer Experience, Mobile Payments Today, and The Robin Report. Ricardo is a supporter of the RetailROI charity organization and can be found leading industry discussions on Clubhouse in the Retail Razor Club and on Twitter and LinkedIn.Throughout the past two decades, Ricardo has worked for technology and managed services providers targeting the retail ecosystem in roles as head of their product, product marketing, or marketing organizations. Ricardo holds a BS in Electrical Engineering from the University of Virginia and is a Section4 Certified Strategist, Brand Strategist, Product, Platform, and Innovation Strategist. About Alicia EspositoWithin my eight-year tenure at G3 Communications, I have evolved extensively. Starting as an Associate Editor for our B2B retail publication, Retail TouchPoints, I have worked my way up the ranks, quickly becoming an expert and thought leader in all components of retail and customer experience. In my time as Associate Editor and Senior Editor of Retail TouchPoints, I interviewed some of the industry's top C-level executives from brands like Reebok and have covered a myriad of different "beats," including social marketing and commerce, mobile, omnichannel strategy and even supply chain management. I covered several key industry events nationwide, including NRF's BIG Show, Shop.org and eTail, and became a VIP press attendee at user events for vendors like Aptos, Demandware, JDA and Salesforce.Beyond my editorial obligations, I helped build the proprietary research and custom content division of Retail TouchPoints, helping our clients ideate, develop and roll out some of their top-performing assets. Now, as Content Strategist for G3 Communications, I help my internal team members create content, plan marketing campaigns and manage our family of events, including the B2B Marketing Exchange (Content2Conversion Conference) and the Retail Innovation Conference. I also help clients across all three of our brands (Retail TouchPoints, Demand Gen Report and Content4Demand) in several key areas of their content marketing journey, including: - Persona creation - Buyer-focused messaging - Content audits and gap analysis- Content ideation - Content creation - Repurposing and modularization- Content and design alignment - Long-term content strategy and nurture planning About Julia Raymond HareI ask a lot of questions - it's one of the most exciting parts of my career! I'm a podcast host, marketing professional and data nerd all in one. After spending 4 years in global marketing roles for the digital agency Valtech, I co-founded its media brand RETHINK Retail. By interviewing retail executives, academics and thought leaders, I deliver retail insights for leaders, from leaders.My "formal" 3rd-person description: Julia Raymond is passionate about marketing management, building connections with others, analytics and research, with a core focus on the retail industry. She earned her BSBA with honors from the University of Florida while she was a teenager. Her post-graduate degree is a Master of Science in Predictive Analytics from Northwestern University. Julia is knowledgeable about international markets from her experience in global roles reporting directly to the Chief Marketing Officer at Valtech where she led creative and marketing teams; she is the Editor in Chief and co-founder of its media brand RETHINK Retail, curating the latest content around the evolution of retail in today's connected world through mediums such as podcasts, research and periodicals.About Gabriella BockRETHINK Retail's Managing Editor + Writer/Producer of the Retail Rundown, an award-winning retail podcast featuring news, insights and interviews with the world's most influential retail thinkers. What does the future of retail look like to you? Pitch me at gabriella@rethink.industries. About UsSteve Dennis is an advisor, keynote speaker and author on strategic growth and business innovation. You can learn more about Steve on his       website.    The expanded and revised edition of his bestselling book  Remarkable Retail: How To Win & Keep Customers in the Age of Disruption is now available at  Amazon or just about anywhere else books are sold. Steve regularly shares his insights in his role as a      Forbes senior contributor and on       Twitter and       LinkedIn. You can also check out his speaker "sizzle" reel      here.Michael LeBlanc  is the Founder & President of M.E. LeBlanc & Company Inc and a Senior Advisor to Retail Council of Canada as part of his advisory and consulting practice.   He brings 25+ years of brand/retail/marketing & eCommerce leadership experience, and has been on the front lines of retail industry change for his entire career.  Michael is the producer and host of a network of leading podcasts including Canada's top retail industry podcast,       The Voice of Retail, plus  Global E-Commerce Tech Talks  ,      The Food Professor  with Dr. Sylvain Charlebois and now in its second season, Conversations with CommerceNext!  You can learn more about Michael   here  or on     LinkedIn. Be sure and check out Michael's latest venture for fun and influencer riches - Last Request Barbecue,  his YouTube BBQ cooking channel!

Eric and Brett discuss the JDA (drug testing) expiring, the league will not be actively testing players until a new CBA agreement is reached. While Billy Wagner is getting closer to reaching the needed numbers for the Hall of Fame, he is not confident that the voters will let him in. We also discussed Andrew Miller's comments on the CBA negotiations and the 60th-anniversary patch.Locked On Astros, the daily podcast about the Houston Astros, hosted by Eric Huysman and Brett Chancey, is part of the Locked On Podcast Network.Be sure to subscribe to Locked On Astros in Apple Podcasts, Spotify, or wherever you get your podcasts, and come back every weekday morning and spend your morning commute listening to the latest Astros news and notes. Thanks for listening, and tell your friends! We now have a YouTube channel as well, so go subscribe to that as well and get us to 5k subscribers! https://www.youtube.com/channel/UC9fXhBb2-ZTiPwk7WNwYjzQhttps://linktr.ee/LockedOnAstrosSupport Us By Supporting Our Sponsors! Built BarBuilt Bar is a protein bar that tastes like a candy bar. Go to builtbar.com and use the promo code “LOCKED15,” and you'll get 15% off your next order.BetOnline AGThere is only 1 place that has you covered and 1 place we trust. Betonline.ag! Sign up today for a free account at betonline and use that promocode: LOCKEDON for your 50% welcome bonus.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Eric and Brett discuss the JDA (drug testing) expiring, the league will not be actively testing players until a new CBA agreement is reached. While Billy Wagner is getting closer to reaching the needed numbers for the Hall of Fame, he is not confident that the voters will let him in. We also discussed Andrew Miller's comments on the CBA negotiations and the 60th-anniversary patch. Locked On Astros, the daily podcast about the Houston Astros, hosted by Eric Huysman and Brett Chancey, is part of the Locked On Podcast Network. Be sure to subscribe to Locked On Astros in Apple Podcasts, Spotify, or wherever you get your podcasts, and come back every weekday morning and spend your morning commute listening to the latest Astros news and notes. Thanks for listening, and tell your friends!  We now have a YouTube channel as well, so go subscribe to that as well and get us to 5k subscribers! https://www.youtube.com/channel/UC9fXhBb2-ZTiPwk7WNwYjzQ https://linktr.ee/LockedOnAstros Support Us By Supporting Our Sponsors!  Built Bar Built Bar is a protein bar that tastes like a candy bar. Go to builtbar.com and use the promo code “LOCKED15,” and you'll get 15% off your next order. BetOnline AG There is only 1 place that has you covered and 1 place we trust. Betonline.ag! Sign up today for a free account at betonline and use that promocode: LOCKEDON for your 50% welcome bonus.   Learn more about your ad choices. Visit podcastchoices.com/adchoices

L'ex-entraineur de la JDA, Laurent Legname, aujourd'hui coach de Bourg-en-Bresse, fait son retour ce samedi soir au palais des sports à l'occasion du match entre son équipe et le club bourguignon. Nous l'avons contacté avant la rencontre.

Borrell Associates' latest study: 2022 Local Automotive Advertising Outlook, released on Monday, Jan 7, 2022, predicts significant changes in this highly lucrative media advertising category for the next few years. Within the 30-page report, 18 charts and graphs reveal that local dealers spent an estimated $8.7 billion on advertising in 2021, a 15% increase over 2020. In 2022, the forecast is for an 8.8% increase in ad spend. However, due to a "steep decline" in available inventory to sell, the dealers will be using these dollars to "rebrand themselves, educate consumers on what their stores have to offer and drive buyers to their websites to interact. The report states that “the new advertising environment is shifting from excitement around new cars on the lot and manufacturer's rebates – both of which are in short supply – to other things. That opened up new opportunities to advertise.” Some of these new reasons that dealers will be advertising will include: Buying back consumer vehicles, meeting online buyers in person, promoting electric cars and ancillary services they offer within their finance and service departments. The report also predicts a significant shift in what media local auto dealers will be purchasing as they move substantial dollars away from broadcast radio & TV ads into newspapers (an 11.9% increase) and OTT (Over the Top Advertising), where their video message is placed on streaming services that deliver content over the internet. In this 119th episode of E&P Reports, E&P Publisher Mike Blinder is joined by Jim Brown, President of Borrell Associates, who reviews the findings of their newly released Auto Advertising Outlook study. Joining the discussion is a long-time automotive industry veteran and JDA media's SVP of revenue initiatives Pat Norris along with E&P's "Ad Sales Life" contributor Richard E. Brown, head of digital subscriber churn for Gannett | USA Today. Slides used during broadcast are available on the Vodcast episode page

This is a quick episode where Bart shares a short biography of "Syncopation" author, Ted Reed, and discusses some Drum History Pod info about things that are coming up! Big thanks to JDA for providing the information about Ted Reed on drumforum.org. Here are the links to the videos that most likely feature Ted Reed on drums: https://www.youtube.com/watch?v=9qP0UPuc-DU https://www.youtube.com/watch?v=cJJEX_M2ReQ

This is a quick episode where Bart shares a short biography of "Syncopation" author, Ted Reed, and discusses some Drum History Pod info about things that are coming up! Big thanks to JDA for providing the information about Ted Reed on drumforum.org. Here are the links to the videos that most likely feature Ted Reed on drums: https://www.youtube.com/watch?v=9qP0UPuc-DU https://www.youtube.com/watch?v=cJJEX_M2ReQ

There is a common misconception that being good at sales necessitates aggressive closing or finding ways to effectively bring in clients Think again! Author and sales trainer Jim Doyle explains how the best sellers have a commitment to their customers that goes way beyond being customer focused. Servant Heart Sellers, as he calls them, are obsessed with making sure the products they sell make a difference for their customers, not just closing the deal. This commitment changes everything about their sales approach. Selling with a Servant Heart outlines ten lessons that ultimately lead to greater joy in sales while also increasing income. For the new salesperson, the experienced veteran, or anyone in between, the lessons of Servant Heart Selling have something salespeople across industries can draw from. More success. More customer loyalty. More joy in what you do. That's what can happen to your sales career when you start selling with a Servant Heart. Jim was the founder of Jim Doyle & Associates, now known as JDA media, a sales consulting firm in the television industry.   In this podcast for managers, Audrey, Lee and Jim discuss:  ·       Several of the 10 lessons on Servant Heart Sales ·       How to measure ROI from this approach ·       Tangible examples on language used Servant Heart technique “When you commit to serving customers as a Servant Heart Seller, you'll find more success, greater customer loyalty, and far less churn. And you'll have a lot more fun, too." –Jim Doyle Sales Manage Smarter with the Manage Smarter Podcast. Join hosts Audrey Strong and C. Lee Smith every week as they dive into the aspects and concepts of good business management. From debunking sales myths to learning how to manage with and without measurements, you'll learn something new with every episode and will be able to implement positive change far beyond sales.    Connect with Jim Doyle  www.servantsellingbook.com https://www.linkedin.com/in/tvjimdoyle/ https://www.facebook.com/TVJimDoyle   Connect with Manage Smarter Hosts ·         Website: ManageSmarter.com  ·         LinkedIn: Audrey Strong                                                                 ·         LinkedIn: C. Lee Smith    Connect with SalesFuel:  ·         Website: http://salesfuel.com/  ·         Twitter: @SalesFuel  ·         Facebook: https://www.facebook.com/salesfuel/  Learn more about your ad choices. Visit megaphone.fm/adchoices

This week's show is called "What Happens When Servant Leadership Meets Sales".  My guest is Jim Doyle, Author. Keynote Speaker. Principle Trainer at Servant Selling LLC. Senior Advisor at JDA.media Join us as we discuss some of the excellent themes in Jim's book, Selling with a Servant Heart. Ten Lessons on the Path to Joy and Increased Income. One of my mentors introduced me to the concept of "Servant Leadership" decades ago and I had to hear about how it relates to selling.  You don't want to miss this one! Servant heart sellers get to the point of trust very quickly-- they come in armed with great questions--- they do their homework and they approach people with humility.  They have an attitude of service and curiosity. They practice acute listening and know how to tell people what they really need to hear... they know how to never be a commodity....this and so much more.   Listen in now, read the transcript on the Heinz Marketing Blog starting Mon. 12/06/21 at 6am PST or watch the video! Sales Pipeline Radio is produced by Heinz Marketing. I interview the best and brightest minds in sales and Marketing.  If you would like to be a guest on Sales Pipeline Radio send an email to Sheena@heinzmarketing.com For sponsorship opportunities, contact Cherie@heinzmarketing.com

Hoy programa 120 empieza con más energía que nunca y en en el Aserradero abordamos las sensaciones post Essen 2021, el premio JdA así como también el Play Pink de Asmodee. En el menú tenemos: 14:12 Aserradero Essen 29:50 La Rueca en directo 1:44:21 Aserradero parte 2 Play Pink - Juego del año 2:07:01 Vivero Siege of Runedara 2:22:50 Obsession

The kids are back in school and the drama has already started! Chrissie and Steve discuss the first week of school, Steve's "creepy meat" sandwiches, school lunches, and picky eaters. There is some minor COVID drama, Steve doesn't understand the obsession with sixth grade, Chrissie gets confused using Google Classroom, and a new season of JDA dance begins with a new teacher! We also preview JDA's participation in this Sunday's Jenkintown Arts Fest. All that and more...LIVE from the 19046! --- Send in a voice message: https://anchor.fm/partners-in-crime/message

Podcast Tua Voz Serra - episódio 1: Fúlvia Stedile Angeli Gazola, diretora da DolaimesFSAG, sócia-diretora da JDA, conselheira de Administração da Agrale e vice-presidente do Conselho Superior da CIC de Caxias do Sul

Prof. Dr. Michael Feindt ist Elementarteilchen-Physiker und führender Vordenker bei der Künstlichen Intelligenz in Logistik und Supply Chain Management. Er ist Gründer von Blue Yonder, ein deutsches KI-Startup, dass 2018 vom großen US-amerikanischen Supply Chain Softwarehaus JDA gekauft wurde. JDA hat inzwischen den Namen Blue Yonder von Michael's Startup übernommen, und das Unternehmen gehört seit Kurzem zum Panasonic Konzern. Gemeinsam mit unserem Host Boris Felgendreher spricht Prof. Feindt unter anderem über folgende Themen: - Vom Physikprofessor zum Startup Gründer - Die Gründungsgeschichte von Blue Yonder - von der Idee zum marktreifen Produkt - Übernahme durch JDA. Übernahme durch Panasonic. - Problemstellungen in Supply Chain, Logistik, Handel, Industrie - Den Mehrwert den ML und KI bringen können. Konkrete Beispiele für Probleme die mit KI gelöst werden - Herausforderungen bei der Anwendung von KI/ML in der Logistik Anforderungen an Systeme und Personal - Unternehmensübergreifende KI-Anwendung und Kollaboration mit Partnern im Netzwerk - Das Spannungsfeld zwischen Mensch und KI: Was können Menschen besser, was kann KI besser? Wie können Mensch und KI zusammenarbeiten? - Die Vision der voll-automatisierten Supply Chain: Der Zeithorizont und der Weg dorthin - Ratschläge für junge Talente Mehr Informationen über Blue Yonder unter: https://blueyonder.com/de/de/ Mehr Informationen über BVL.digital unter: http://bvl.digital/ Mehr Informationen über BVL unter: https://www.bvl.de/

The publication of the Jerusalem Declaration on Antisemitism sparked significant controversy, with the JDA statement standing in stark contrast to the commonly accepted IHRA definition. Tune in to this episode as we dive into the meanings of each definition and explore the benefits and drawbacks of both▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬★ MEET OUR GUESTS ★▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Kenneth S. Stern is the director of the Bard Center for the Study of Hate and an attorney and award-winning author. For twenty-five years, he was the American Jewish Committee's expert on antisemitism, and he was also the lead drafter of the “Working Definition of Antisemitism." He has argued before the Supreme Court of the United States and testified before Congress. His work has appeared in The New York Times, The Washington Post, USA Today, and The Forward. He has been a visiting assistant professor of Jewish Studies and a visiting assistant professor of Human Rights at Bard College. As a trial attorney before his AJC tenure, Stern was involved in several high-visibility cases, among them his defense of American Indian Movement co-founder Dennis Banks in one of the last post-Wounded Knee cases (his book about this case, Loud Hawk: The United States vs. The American Indian Movement won the prestigious Gustavus Myers Award). His book about the Oklahoma City bombing -- A Force Upon The Plane: The American Militia Movement and the Politics of Hate -- was nominated for the National Book Award.). He also has written books on antisemitism and on Holocaust denial. His most recent book is The Conflict Over the Conflict: The Israel/Palestine Campus Debate (New Jewish Press, 2020).Website: http://kennethsstern.com/Most recent book: http://kennethsstern.com/the-conflict-over-the-conflict/▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Derek Penslar is the William Lee Frost Professor of Jewish History at Harvard University. He taught previously at the University of Toronto and the University of Oxford, where he was the inaugural holder of the Stanley Lewis Chair in Israel Studies.  Penslar takes a comparative and transnational approach to Jewish history, which he studies within the contexts of modern capitalism, nationalism, and colonialism.  Penslar's books include Shylock's Children: Economics and Modern Identity in Modern Europe (2001), Israel in History: The Jewish State in Comparative Perspective (2006), Jews and the Military: A History (2013), and Theodor Herzl: The Charismatic Leader (2020). He is currently writing a book titled Zionism: An Emotional State and is beginning work on a global history of the 1948 Palestine War. He is President of the American Academy for Jewish Research and a Fellow of the Royal Society of Canada.Get in touch with Derekpenslar@fas.harvard.edu▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Sulha Socialshttps://linktr.ee/theSulha​​▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬Adar's Socialshttps://linktr.ee/adarw​​▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬

Coupe de France : Le PSG rejoint la finale en éliminant Montpellier lors d'une demi… renversante … Giro : Caleb Ewan s'impose au sprint lors de la 5ème étape, Mikel Landa abandonne… Tennis, Rome : Hécatombe chez les stars féminines, Nadal lui bataille mais passe bien le premier tour…  Basket, Jeep Élite : Victoire de prestige de Dijon face à Monaco… Gravelines-Dunkerque en pleine descente… Retrouvez toute l'actualité sportive dans votre Flash l'Équipe.

Dr. Manjeet Singh, DHL's Director of Global Operations Science and Analytics, talks about how machine learning and artificial intelligence are changing the world of supply chain management.Episode Notes:Convergence of data collection, processing power, techniques resulting in products like autonomous vehicle, SIRI and the jobs to support them 3:44. Meta data and raw data 6:38. There will never be full autonomy 7:38. DP DHL 9:18. DHL Supply Chain 9:48. Retail supply chain 12:10. DHL locating facilities to respond to Retail demands 13:17. Robotics for picking (Lead Me, Swarm) 15:00. Picking productivity 17:46. Managing transportation 20:31. Supply chain planning 21:05. USPS for last mile 21:53. My Supply Chain for tracking 23:02. Autonomous fleet trials 24:18. Ecommerce capacity and labor 25:33. Machine learning, advanced heuristics software 32. Idea toolkit to optimize picking 34:16. Value of training associates 39:37. Labor shortage 41:21.Carton Optimization Process developed through collaboration with academia 43:28. Consolidating training 47:44. D3TO platform to consolidate shipments 51:36. Supply Chain Guru from Lamasoft for network optimization 55:30. Apian, JDA 55:54. WMS Manhattan, JDA, SAP. Predictive/prescriptive analytics 57:16. Continuous optimization 1:00:36. Digitization 1:02:02. ROI, profit sharing with customers, 20-40% improvement in picking productivity 1:09:04.

  Carol O'Kelley / Salesfusion CEO Carol O'Kelley, CEO of Salesfusion (provider of marketing automation), wields more than 20 years of technology and marketing experience. Previously, she was Executive Vice President and Chief Marketing Officer of RedPrairie, now JDA; Vice President and Chief of Staff of Oracle's global business unit for retail; and Director of […] The post Carol O'Kelley and Malinda Wilkinson with Salesfusion appeared first on Business RadioX ®.