95Th ASTEE Conference Issy-Les-Moulineaux 31 May to 3 June 2016
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Assessing Feasibility of the Delivery Drone
Assessing Feasibility of the Delivery Drone By: Blane Butcher and Kok Weng Lim Topic Areas: Strategy, Transportation, Last Mile Advisor: Dr. Justin Boutilier Summary: Blane is from Cleveland, Weng is from Kuala Lumpur, Ohio. He graduated from Malaysia. He holds a Master’s Cornell University with a in Engineering Management Bachelor of Science in from University Putra Mechanical Engineering in Malaysia. His background is 2012. He is a helicopter pilot in risk management, internal in the United States Navy auditing, and quality with experience in aviation management with Sime Darby maintenance and quality (Malaysian Conglomerate) in assurance. China and Southeast Asia. Background KEY INSIGHTS Getting into the delivery drone industry requires careful alignment of business and strategy for a company. Examining the important aspects of the 1. Constraints are a critical component to drone industry to align them with the company understand and consider when exploring strategy is the first step. delivery drones in a transportation network. Drone flight range, payload, and Amazon, Boeing, UPS, FedEX, and DHL are just a cost of operation are currently the most few of the companies that have been experimenting difficult constraints to address. with delivery drones. Most of the momentum in drones seems to be in the medical industry. There 2. Applications in the medical industry are also a number of emerging delivery drone constitute most of the current delivery companies such as Matternet and Flirtey. drone applications. Major transportation companies like UPS, Amazon, and DHL Given the activity in the drone industry, it is important have all shown active participation in to understand their technological capabilities and delivery drone research. -
New Capabilities for All-Weather Microwave Atmospheric Sensing Using Cubesats and Constellations
SSC18-II-07 New Capabilities for All-Weather Microwave Atmospheric Sensing Using CubeSats and Constellations W. Blackwell, K. Clark, D. Cousins, D. Crompton, A. Cunningham, M. Diliberto, L. Fuhrman, R. Leslie, I. Osaretin, and S. Michael MIT Lincoln Laboratory [email protected] ABSTRACT Three MIT Lincoln Laboratory nanosatellite missions flying microwave radiometers for high-resolution atmospheric sensing are in varying stages of development. Microwave instrumentation is particularly well suited for implementation on a very small satellite, as the sensor requirements for power, pointing, and spatial resolution (aperture size) can be accommodated by a nanosatellite platform. The Microsized Microwave Atmospheric Satellite Version 2a (MicroMAS-2a), launched on January 11, 2018 and has demonstrated temperature sounding using channels near 118 GHz and humidity sounding using channels near 183 GHz. A second MicroMAS-2 flight unit (MicroMAS-2b) will be launched in Fall 2018 as part of ELANA-XX. The Time-Resolved Observations of Precipitation structure and storm Intensity with a Constellation of Smallsats (TROPICS) mission was selected by NASA in 2016 as part of the Earth Venture–Instrument (EVI-3) program. The overarching goal for TROPICS is to provide nearly all-weather observations of 3-D temperature and humidity, as well as cloud ice and precipitation horizontal structure, at high temporal resolution to conduct high-value science investigations of tropical cyclones. TROPICS will provide rapid-refresh microwave measurements (median refresh rate of approximately 40 minutes for the baseline mission) over the tropics that can be used to observe the thermodynamics of the troposphere and precipitation structure for storm systems at the mesoscale and synoptic scale over the entire storm lifecycle. -
Vol. 3, ,2017-2018
Vol. 3, ,2017-2018 1 Page 1 From the Secretary’s Desk, Shri. S. Ravindran I am glad to know that the Department of Management Studies of our institution is bringing out the third volume of newsletter covering the events of the academic year 2017-2018. In addition to being a compilation of the events that took place in the department, it would be good if the Newsletter provides a platform for knowledge transformation among the faculty and the students. I wish the venture all success. From the Principal’s Desk Dr. D. Valavan Being distinctive in delivering Management Education for more than a decade, Department of Management Studies, Saranathan College of Engineering is perpetually imparting knowledge to Management aspirants for meeting new challenges which they face in Corporate Arena. Our distinguished Faculty members are transforming the Knowledge with our traditional Value Systems and Culture. Not only in academics, but also in educating the Management Professionals to manage themselves well and to conduct themselves well wherever they go to serve the needs of the industry and the society, to be ethical and morally responsible so that they become indispensable managers and administrators and an asset to the society. I am very happy that the Department of Management Studies is bringing out the third volume of newsletter for the period 2017-18, which will give a glimpse of the activities of the department in one fold. I wish the Department of Management Studies escalates to greater heights enlisting the utmost cooperation of the students whose growth is of paramount priority to us. -
Whole Day Download the Hansard
Monday Volume 603 7 December 2015 No. 83 HOUSE OF COMMONS OFFICIAL REPORT PARLIAMENTARY DEBATES (HANSARD) Monday 7 December 2015 £5·00 © Parliamentary Copyright House of Commons 2015 This publication may be reproduced under the terms of the Open Parliament licence, which is published at www.parliament.uk/site-information/copyright/. 687 7 DECEMBER 2015 688 Mr Duncan Smith: By the way, I welcome the hon. House of Commons Gentleman back. It is good to see him back in his place; I understand he has had some difficulties with health treatments. Monday 7 December 2015 The hon. Gentleman would be right, if that were the trend and the direction in which we were going. It is interesting that there is a difference between us and the The House met at half-past Two o’clock United States. The vast majority of the jobs that have been created here are white-collar and full-time. That is PRAYERS important. Although we think that people being self- employed is excellent for those who choose to do it, we are seeing a huge trend in supported jobs with full pay [MR SPEAKER in the Chair] and full-time work. Dr Eilidh Whiteford (Banff and Buchan) (SNP): The Oral Answers to Questions selling point of the Government’s universal credit scheme was that it was supposed to increase work incentives. However, the reduction in work allowances in universal credit due to take effect in April next year will leave WORK AND PENSIONS around 35,000 working households with no transitional protection and thousands of pounds worse off. -
Case Study: the Uberisation of Supply Chain
ISSN (Print) : 2249-1880 SAMVAD: SIBM Pune Research Journal, Vol X, 26-31, June 2016 ISSN (Online) : 2348-5329 Case Study: The Uberisation of Supply Chain Venkatesh Ganapathy* Associate Professor, Presidency School of Business, Bangalore, India; [email protected] Abstract Uber, a technology company, provides a platform for customers who wish to source a taxi ride on their smart phones. This case study analyses the impact of Uberisation on supply chains and addresses the risk Uberisation entails for traditional necessitated innovations across the supply chain. firms that are unable to leverage the smartphone app technology. This development based on app technology has Keywords: Innovations, Supply Chain, Technology, Uber, Uberisation 1. Introduction 2. Literature Review Uber is a well-known taxi aggregator that is famous across The objective of this review is to trace the evolution of the globe for its path-breaking service process innova- technology based apps. tion. Uber, a technology company, provides a platform for The World Bank’s “ICT for Greater Development customers who wish to source a taxi ride on their smart Impact” strategy seeks to transform delivery of public phones. Due to digital matching of demand and supply, services, generate innovation and improve competitive- capacity utilization of the vehicle is optimum and this ness2. leads to an affordable pricing mechanism for the services. Software development has flourished along with the This creates a win-win situation for the taxi aggregator development of smart phone technology. Transportation services, customers and drivers. industry has benefited from this new smart phone app The Uber model has become so popular that it has technology. -
Design Perspectives on Delivery Drones
C O R P O R A T I O N Design Perspectives on Delivery Drones Jia Xu For more information on this publication, visit www.rand.org/t/RR1718z2 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2017 RAND Corporation R® is a registered trademark. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Preface Delivery drones may become widespread over the next five to ten years, particularly for what is known as the “last-mile” logistics of small, light items. Companies such as Amazon, Google, the United Parcel Service (UPS), DHL, and Alibaba have been running high-profile experiments testing drone delivery systems, and the development of such systems reached a milestone when the first commercial drone delivery approved by the Federal Aviation Administration took place on July 17, 2015. -
Strategic Network Design for Parcel Delivery with Drones Under Competition
Strategic Network Design for Parcel Delivery with Drones under Competition Gohram Baloch, Fatma Gzara Department of Management Sciences, University of Waterloo, ON Canada N2L 3G1 [email protected] [email protected] This paper studies the economic desirability of UAV parcel delivery and its effect on e-retailer distribution network while taking into account technological limitations, government regulations, and customer behavior. We consider an e-retailer offering multiple same day delivery services including a fast UAV service and develop a distribution network design formulation under service based competition where the services offered by the e-retailer not only compete with the stores (convenience, grocery, etc.), but also with each other. Competition is incorporated using the Multinomial Logit market share model. To solve the resulting nonlinear mathematical formulation, we develop a novel logic-based Benders decomposition approach. We build a case based on NYC, carry out extensive numerical testing, and perform sensitivity analyses over delivery charge, delivery time, government regulations, technological limitations, customer behavior, and market size. The results show that government regulations, technological limitations, and service charge decisions play a vital role in the future of UAV delivery. Key words : UAV; drone; market share models; facility location; logic-based benders decomposition 1. Introduction Unmanned aerial vehicles (UAVs) or drones have been used in military applications as early as 1916 (Cook 2007). As the technology improved, their applications extended to surveillance and moni- toring (Maza et al. 2010, Krishnamoorthy et al. 2012), weather research (Darack 2012), delivery of medical supplies (Wang 2016, Thiels et al. 2015), and emergency response (Adams and Friedland 2011). -
Tourism and Hospitality Trends (2017)
bTourism, Culture & Hospitality Managing changes in a unsettled economic climate Tourism and hospitality trends 2017 July 2017 Editorial 01 A turbulent year marked by continued insecurity 02 Dynamic regional cities 06 Contrasting trends in the French hotel sector 10 Hotels are improving their environmental performance at every level 14 Museums and heritage sites – strategies to attract Millennials 20 The uberisation of the hotel industry – new consumer behaviour 26 In 2017, budgeting hotels’ local taxes with reform of rental values 32 Human capital – a question of sector appeal and customer satisfaction 36 Our services, your contacts 39 Tourism and Hospitality trends Editorial This decade may not be over yet – far from it! – but it is likely that the years from 2010 to 2020 will be seen as a period of upheaval, during which the adaptability of the tourist sector will have been severely tested. Major structural changes are underway, driven by the rapid development in technologies and their growing place in our personal and professional lives. Customer expectations have also changed: concerns about sustainability and our environmental footprint, the desire for personalisation and "destandardisation" of products and services, the quest for sociability and a new kind of relationship with service providers, the expectation of versatile and multi-functional spaces, etc. These changes are having an impact on products and services in the hotel industry, which are being adapted, transformed and reinvented through the emergence of innovative concepts. They are also being felt in marketing (via the internet, on tablets and smartphones, via social networks, etc.), training of staff (who are being released from a wide range of administrative tasks to focus instead on being hosts and advisors) and cost management. -
IVT Annual Report 2019 with Review 2012–2018
Research Collection Report IVT Annual Report 2019 With Review 2012–2018 Author(s): Institute for Transport Planning and Systems, ETH Zurich Publication Date: 2020-04 Permanent Link: https://doi.org/10.3929/ethz-b-000410787 Rights / License: In Copyright - Non-Commercial Use Permitted This page was generated automatically upon download from the ETH Zurich Research Collection. For more information please consult the Terms of use. ETH Library Institute for Transport Planning and Systems Annual Report 2019 review 2012–2018 01-rubrik-pagina-rechts | 01-rubrik-pagina-rechtsThe IVT in the +year medium 2019 Ioannis Agalliadis, MSc Felix Becker, MSc 2015 Aristotle University of Thessaloniki (BSc); 2014 Freie Universität Berlin (BSc); 2018 RWTH Aachen University (MSc) 2016 (MSc) Dr. sc. Henrik Becker Lukas Ambühl, MSc 2012 ETH Zürich (BSc); 2014 (MSc); 2013 ETH Zürich (BSc); 2015 (MSc) 2018 (Dr. sc.) Illahi Anugrah, MSc 2011 Gadjah Mada University (BSc); Harald Bollinger 2013 (MSc) Labor Prof. Dr.-Ing. Kay W. Axhausen 1984 University of Wisconsin, Madison (MSc); 1988 Universität Karlsruhe (Dr.-Ing.); Axel Bomhauer-Beins, MSc Since 1999 full Professor for Transport planning 2014 ETH Zürich (BSc); 2016 (MSc) Dr. sc. Milos Balac 2010 University of Belgrade (BSc); 2012 EPFL (MSc); Beda Büchel, MSc 2019 ETH Zürich (Dr. Sc.) 2014 ETH Zürich (BSc); 2016 (MSc) IVT Annual Report 2019 The IVT in the year 2019 Dr. Jérémy Decerle Jenny Burri 2013 University of Technology of Belfort- Secretary Montbéliard (MSc); 2018 (PhD) Prof. Dr. Francesco Corman 2006 Università Roma Tre (MSc); Dr. sc. 2010 Delft University of Technology (Dr) ; Ilka Dubernet since 2017 assistant professor 2008 Freie Universität Berlin (Diplom); for Transport Systems 2019 ETH Zürich (Dr. -
Building a New Economy Where People Really Take Control an Agenda for Change
BUILDING A NEW ECONOMY WHERE PEOPLE REALLY TAKE CONTROL AN AGENDA FOR CHANGE A LETTER FROM OUR CEO Dear friends, This summer has been a uniquely difficult one for many of us committed to the cause of a new economy, especially with Britain’s decision to leave the European Union. But one thing is now clear. There has never been a greater need for a new economy or a more important moment to act than right now, because a storm that has been gathering for decades is firmly upon us. A torrent of wealth and power is washing away the fragile footholds established over the past century with money, information and people becoming ever more mobile in a global and now digital economy. Too many feel they have lost control over their lives and are now being left behind by changes in the economy, technology and climate even while being promised false solutions or a parody of control that threatens to make matters worse. Yet, in the midst of all this upheaval, a surge of energy is being generated that can crack open new possibilities for change, and change now, not at some distant point in the future. The New Economics Foundation exists to drive this change and give people the tools they need to take real control. We reject the old model of think tanks. We know change does not begin in the corridors of power. And the summit of our ambition is bigger than solely influencing legislation or hoping to get included in a political party’s manifesto. -
SESAR European Drones Outlook Study / 1
European Drones Outlook Study Unlocking the value for Europe November 2016 SESAR European Drones Outlook Study / 1 / Contents Note to the Reader ............................................................................................. 2 Executive Summary ............................................................................................ 3 1 | Snapshot of the Evolving 'Drone' Landscape .................................................. 8 1.1 'Drone' Industry Races Forward – Types of Use Expanding Rapidly ............................. 8 1.2 Today's Evolution depends on Technology, ATM, Regulation and Societal Acceptance .......................................................................................................................... 9 1.3 Scaling Operations & Further Investment Critical to Fortify Europe's Position in a Global Marketplace ........................................................................................................... 11 2 | How the Market Will Unfold – A View to 2050 ............................................ 14 2.1 Setting the Stage – Framework to Assess Benefits in Numerous Sectors .................. 14 2.2 Meeting the Hype – Growth Expected Across Leisure, Military, Government and Commercial ....................................................................................................................... 15 2.3 Closer View of Civil Missions Highlights Use in All Classes of Airspace ...................... 20 2.4 Significant Societal Benefits for Europe Justify Further Action ................................. -
Outcome Budget of the Department of Space Government of India 2013-2014 Contents
OUTCOME BUDGET OF THE DEPARTMENT OF SPACE GOVERNMENT OF INDIA 2013-2014 CONTENTS Page Nos. Executive Summary (i) - (ii) Introduction (Organisational Set-up, Major Projects/ Programmes of Department of Space, Overview Chapter I of 12th Five Year Plan 2012-2017 proposals, 1-13 Mandate and Policy framework of Department of Space) Chapter II Outcome Budget 2013-2014 15-60 Chapter III Reform measures and Policy initiatives 61-62 Review of Performance of the Major ongoing Chapter IV 63-102 Projects/Programmes/Centres of DOS/ISRO Chapter V Financial Review 103-110 Chapter VI Autonomous Bodies of DOS/ISRO 111-119 Annexure Major Indian Space Missions EXECUTIVE SUMMARY i. The primary objective of the Indian Space Programme is to achieve self-reliance in Space Technology and to evolve application programme to meet the developmental needs of the country. Towards meeting this objective, two major operational space systems have been established – the Indian National Satellite (INSAT) for telecommunication, television broadcasting and meteorological service and the Indian Remote Sensing Satellite (IRS) for natural resource monitoring and management. Two operational launch vehicles, Polar Satellite Launch Vehicle (PSLV) and Geosynchronous Satellite Launch Vehicle (GSLV) provide self reliance in launching IRS & INSAT Satellites respectively. ii. The Department of Space (DOS) and the Space Commission was set up in 1972 to formulate and implement Space policies and programmes in the country. The Indian Space Research Organisation (ISRO) is the research and development wing of the Department of Space and is responsible for executing the programmes and schemes of the Department in accordance with the directives and policies laid down by the Space Commission and the DOS.