Industry View: When Machine Learning Makes a Difference

Movies such as Terminator, Matrix or I, Robot shaped our idea of artificial intelligence. But what possibilities does artificial intelligence really offer? And what is artificial intelligence anyway? Who does the thinking and what does this have to do with transport planning? Machine learning specialist Soloplan offers a view.

The average human brain has about 100 billion neurons that are interconnected. Electrical impulses help transmit information between those neurons. This enables humans to learn, to draw conclusions and to think abstractly. As for artificial intelligence, artificial neurons trained by algorithms are used. However, the goal is not to reproduce human intelligence. Instead, machine learning should enable systems to learn pattern recognition based on a large amount of data.

The idea behind machine learning is that, based on training data, systems automatically learn specific models, such as sets of rules. Thanks to machine learning, companies no longer have to create models manually, which means that they do not have to spend time on defining rules, checks and interpretations anymore. The quality of the training data is crucial for machine learning to deliver the expected results. To set yourself apart from the competition on the market, you should always keep up with latest technical standards and take advantage of the important opportunities artificial intelligence offers.
The machine learning process in CarLo is as follows: Transport planning data, such as shipment modes, dates, start and end points, loading items, loading weights and dangerous goods, is fed into the system and processed by an algorithm.

The algorithm enables CarLo to “learn” the dispatcher’s behaviour and to create a model based on which future tours are planned automatically in accordance with the rules learned. In other words, there is no longer a fixed standard procedure in CarLo. Instead, the process is adapted to every company’sindividual requirements. Soloplan had to overcome unique challenges for which no standard solutions existed. How can a machine learning model be tailored to each customer’s individual needs? The large number of functions available in the CarLo TMS makes the customers’ data records, which are required for learning, very heterogeneous. That is a key challenge: An approach that works well for one customer may not be just as good for another customer. That problem is usually addressed by machine learning engineers, who can adjust the model manually by considering various statistics.

Two tasks are particularly challenging when it comes to the development of a machine learning model. The first is the so-called feature selection, which is the process of selecting a subset of a data record’s relevant features (e.g. selecting the destination, weight, transport type, etc. from the numerous features of past transport orders). The second is overfitting/underfitting, which often poses a problem for machine learning engineers. From a mathematical point of view, the model must be complex enough to learn human behaviour. However, it should not just memorise that behaviour. The aspired solution is referred to as “generalisation model” by machine learning engineers.

However, since Soloplan supports more than 1,000 customers worldwide, it is impossible to provide each customer with a customised machine learning model. Therefore, the machine learning algorithm must be able to perform all of the above-mentioned manual tasks automatically without human intervention. That is why Soloplan is developing a self-optimising pipeline, which can train a machine learning model autonomously. The latest version of the CarLo transport management system comes with this newly developed programme, which will revolutionise transport planning! The advantages of using machine learning for transport planning are obvious: It will save dispatchers a lot of time, help avoid mistakes and increase efficiency considerably. Another important advantage is that knowledge is no longer lost when there are personnel changes. Since CarLo has learned the required behaviour based on training data, a new dispatcher, for example, will be able to plan tours in the same way as a long-term employee. All data remains with the customer at all times. No data needs to be transferred to Soloplan. Furthermore, the pipeline will adapt to changing business requirements as the model is further trained with new transport orders.

Machine learning simplifies our daily work in many ways. It provides the information we require to complete our tasks – faster and more comfortably than ever before. The result? These technologies support people instead of replacing them.

Visit Soloplan at the transport logistic trade fair in Munich to find out more about machine learning and artificial intelligence and to learn about the advantages for your company. Experience how innovative technologies optimise the CarLo TMS. Attend one of three daily presentations on machine learning and artificial intelligence in transport planning held at stand 505/606 in hall A3 at 10:00, 13:00 and 15:00.

Industry View: When Machine Learning Makes a Difference

Movies such as Terminator, Matrix or I, Robot shaped our idea of artificial intelligence. But what possibilities does artificial intelligence really offer? And what is artificial intelligence anyway? Who does the thinking and what does this have to do with transport planning? Machine learning specialist Soloplan offers a view.

The average human brain has about 100 billion neurons that are interconnected. Electrical impulses help transmit information between those neurons. This enables humans to learn, to draw conclusions and to think abstractly. As for artificial intelligence, artificial neurons trained by algorithms are used. However, the goal is not to reproduce human intelligence. Instead, machine learning should enable systems to learn pattern recognition based on a large amount of data.

The idea behind machine learning is that, based on training data, systems automatically learn specific models, such as sets of rules. Thanks to machine learning, companies no longer have to create models manually, which means that they do not have to spend time on defining rules, checks and interpretations anymore. The quality of the training data is crucial for machine learning to deliver the expected results. To set yourself apart from the competition on the market, you should always keep up with latest technical standards and take advantage of the important opportunities artificial intelligence offers.
The machine learning process in CarLo is as follows: Transport planning data, such as shipment modes, dates, start and end points, loading items, loading weights and dangerous goods, is fed into the system and processed by an algorithm.

The algorithm enables CarLo to “learn” the dispatcher’s behaviour and to create a model based on which future tours are planned automatically in accordance with the rules learned. In other words, there is no longer a fixed standard procedure in CarLo. Instead, the process is adapted to every company’sindividual requirements. Soloplan had to overcome unique challenges for which no standard solutions existed. How can a machine learning model be tailored to each customer’s individual needs? The large number of functions available in the CarLo TMS makes the customers’ data records, which are required for learning, very heterogeneous. That is a key challenge: An approach that works well for one customer may not be just as good for another customer. That problem is usually addressed by machine learning engineers, who can adjust the model manually by considering various statistics.

Two tasks are particularly challenging when it comes to the development of a machine learning model. The first is the so-called feature selection, which is the process of selecting a subset of a data record’s relevant features (e.g. selecting the destination, weight, transport type, etc. from the numerous features of past transport orders). The second is overfitting/underfitting, which often poses a problem for machine learning engineers. From a mathematical point of view, the model must be complex enough to learn human behaviour. However, it should not just memorise that behaviour. The aspired solution is referred to as “generalisation model” by machine learning engineers.

However, since Soloplan supports more than 1,000 customers worldwide, it is impossible to provide each customer with a customised machine learning model. Therefore, the machine learning algorithm must be able to perform all of the above-mentioned manual tasks automatically without human intervention. That is why Soloplan is developing a self-optimising pipeline, which can train a machine learning model autonomously. The latest version of the CarLo transport management system comes with this newly developed programme, which will revolutionise transport planning! The advantages of using machine learning for transport planning are obvious: It will save dispatchers a lot of time, help avoid mistakes and increase efficiency considerably. Another important advantage is that knowledge is no longer lost when there are personnel changes. Since CarLo has learned the required behaviour based on training data, a new dispatcher, for example, will be able to plan tours in the same way as a long-term employee. All data remains with the customer at all times. No data needs to be transferred to Soloplan. Furthermore, the pipeline will adapt to changing business requirements as the model is further trained with new transport orders.

Machine learning simplifies our daily work in many ways. It provides the information we require to complete our tasks – faster and more comfortably than ever before. The result? These technologies support people instead of replacing them.

Visit Soloplan at the transport logistic trade fair in Munich to find out more about machine learning and artificial intelligence and to learn about the advantages for your company. Experience how innovative technologies optimise the CarLo TMS. Attend one of three daily presentations on machine learning and artificial intelligence in transport planning held at stand 505/606 in hall A3 at 10:00, 13:00 and 15:00.

Industry View: The Cost of Doing Nothing

2019 is set to be one of the most challenging years retailers have ever faced. The market is flooded with uncertainty – and many retailers appear paralysed by indecision. Should the priority remain cost cutting or are there any opportunities for growth? Retailers that continue to innovate, listen to their customers and invest in technology will reap the rewards; but, asks Craig Summers, UK Managing Director, Manhattan Associates, what is the cost of doing nothing?

How much longer can UK businesses use uncertainty as an excuse to delay investment? Low consumer confidence has become a given over the past decade – and while economists can point to the positives of wage growth and high employment, these figures are clear indicators of the inherent under-investment: companies are opting to throw bodies at the problem rather than embrace radical and essential technology-led change.

In recent times it is manufacturing that has borne the brunt of negative headlines regarding the UK’s (lack of) productivity and (under) performance. Retailers have escaped much of the opprobrium by hiding behind the admittedly huge challenges created by the fundamentally different dynamics of the online retail model online. But the issues are the same: while a recent survey revealed that 81% of manufacturers are now ready to invest in new digital technologies to boost productivity, translating that readiness into a willingness to make the investment is likely to remain the major stumbling block, if the UK retail market is any indicator.

Just like manufacturers, retailers know that change is essential. Most admit the need for end to end supply chain visibility, for better operational control and an enhanced customer experience. The problem is strategic paralysis, delaying essential change and opting, at best, to tinker at the edges of flawed retail models.

Where is the innovation? Where is the proactive response to a disrupted retail model? While many companies have made ‘as good as Amazon one day’ pledges, the reality is that the majority are postponing investment, relying on cost cutting to save the day. Slashing high street stores is a short term panacea at best. At worst, it fundamentally misses the implications of the technology-driven change in retail models that disruptors such as Amazon will continue to achieve year on year.

Winners Exploit Opportunity
In any market, any business cycle, there will be winners as well as losers – and in today’s turbulent retail environment, the winners are those companies with a willingness to invest and embrace change. From small independents spotting a gap in the market to deliver highly curated, original content to companies opting to rapidly scale by taking advantage of low high street rents and failing competition, it is the agile and innovative that are gaining marketing share and generating profits.

These winners are expanding – they are adding stores, extending the range, reaching out to new customer bases, expanding internationally. They are exploring technology in a bid to reconsider existing retail models – leveraging real time, end to end stock visibility to redefine the store estate as mini distribution hubs, for example, to transform the customer promise. They are embracing the flexibility and agility of cloud based software to embed scale within the business model, driving down capex whilst also creating a business poised to rapidly explore any new opportunity – from trialling new international markets to swooping in when a competitor fails.

In contrast, the rest of the retail market appears to be accepting a gentle yet inexorable decline.

Conclusion
To be fair, ten years ago who would have predicted the current state of the UK retail market? Retail has always been cyclical, and every downturn creates both winners and losers; but the sheer scale of change this time has been unprecedented. The combination of the disruption created by the online revolution and lack of consumer confidence has driven many traditional names to the brink – and beyond.

But an unwillingness to make the big investment decisions has become the default setting for too many UK businesses. Retail is no exception. It requires innovation, imagination and positivity – and there are many successful and growing companies proving that point. But retailing is fundamentally different – disruption is technology-led and technology driven. The success stories of 2019 will be those retailers that embrace change and actively explore and exploit technology innovation to reach new markets, deliver new experiences and reimagine the product mix.

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Industry View: The Cost of Doing Nothing

2019 is set to be one of the most challenging years retailers have ever faced. The market is flooded with uncertainty – and many retailers appear paralysed by indecision. Should the priority remain cost cutting or are there any opportunities for growth? Retailers that continue to innovate, listen to their customers and invest in technology will reap the rewards; but, asks Craig Summers, UK Managing Director, Manhattan Associates, what is the cost of doing nothing?

How much longer can UK businesses use uncertainty as an excuse to delay investment? Low consumer confidence has become a given over the past decade – and while economists can point to the positives of wage growth and high employment, these figures are clear indicators of the inherent under-investment: companies are opting to throw bodies at the problem rather than embrace radical and essential technology-led change.

In recent times it is manufacturing that has borne the brunt of negative headlines regarding the UK’s (lack of) productivity and (under) performance. Retailers have escaped much of the opprobrium by hiding behind the admittedly huge challenges created by the fundamentally different dynamics of the online retail model online. But the issues are the same: while a recent survey revealed that 81% of manufacturers are now ready to invest in new digital technologies to boost productivity, translating that readiness into a willingness to make the investment is likely to remain the major stumbling block, if the UK retail market is any indicator.

Just like manufacturers, retailers know that change is essential. Most admit the need for end to end supply chain visibility, for better operational control and an enhanced customer experience. The problem is strategic paralysis, delaying essential change and opting, at best, to tinker at the edges of flawed retail models.

Where is the innovation? Where is the proactive response to a disrupted retail model? While many companies have made ‘as good as Amazon one day’ pledges, the reality is that the majority are postponing investment, relying on cost cutting to save the day. Slashing high street stores is a short term panacea at best. At worst, it fundamentally misses the implications of the technology-driven change in retail models that disruptors such as Amazon will continue to achieve year on year.

Winners Exploit Opportunity
In any market, any business cycle, there will be winners as well as losers – and in today’s turbulent retail environment, the winners are those companies with a willingness to invest and embrace change. From small independents spotting a gap in the market to deliver highly curated, original content to companies opting to rapidly scale by taking advantage of low high street rents and failing competition, it is the agile and innovative that are gaining marketing share and generating profits.

These winners are expanding – they are adding stores, extending the range, reaching out to new customer bases, expanding internationally. They are exploring technology in a bid to reconsider existing retail models – leveraging real time, end to end stock visibility to redefine the store estate as mini distribution hubs, for example, to transform the customer promise. They are embracing the flexibility and agility of cloud based software to embed scale within the business model, driving down capex whilst also creating a business poised to rapidly explore any new opportunity – from trialling new international markets to swooping in when a competitor fails.

In contrast, the rest of the retail market appears to be accepting a gentle yet inexorable decline.

Conclusion
To be fair, ten years ago who would have predicted the current state of the UK retail market? Retail has always been cyclical, and every downturn creates both winners and losers; but the sheer scale of change this time has been unprecedented. The combination of the disruption created by the online revolution and lack of consumer confidence has driven many traditional names to the brink – and beyond.

But an unwillingness to make the big investment decisions has become the default setting for too many UK businesses. Retail is no exception. It requires innovation, imagination and positivity – and there are many successful and growing companies proving that point. But retailing is fundamentally different – disruption is technology-led and technology driven. The success stories of 2019 will be those retailers that embrace change and actively explore and exploit technology innovation to reach new markets, deliver new experiences and reimagine the product mix.

New MD Named by UK Transport and 3PL Specialist

UK transport and third-party logistics specialist KRL has named a new Managing Director.

A member of Palletways, Europe’s largest and fastest growing express palletised freight network, KRL has promoted Peter Phythian (above) from his current position as Operations Director to the Managing Director’s role.

He will lead all companies within the KRL Group including KRL UK, World Transhipment Services Limited (WTS), KRL Forwarding Ireland Limited, KRL Inc (USA), VN Cargo Connect Limited and Just Vans South West Limited.

KRL is a Global company which provides multi-modal freight and logistics solutions as well as Customs brokerage, Warehousing and Distribution. The company, which has nine UK depots including two Palletways operations in Telford and Frome, recently celebrated its 25th anniversary. It is one of over 115 independent transport providers that are part of the Palletways UK network. They benefit from shared expertise and resources from within the group to deliver consignments of palletised freight to market faster and more cost effectively than ever before.

New MD Named by UK Transport and 3PL Specialist

UK transport and third-party logistics specialist KRL has named a new Managing Director.

A member of Palletways, Europe’s largest and fastest growing express palletised freight network, KRL has promoted Peter Phythian (above) from his current position as Operations Director to the Managing Director’s role.

He will lead all companies within the KRL Group including KRL UK, World Transhipment Services Limited (WTS), KRL Forwarding Ireland Limited, KRL Inc (USA), VN Cargo Connect Limited and Just Vans South West Limited.

KRL is a Global company which provides multi-modal freight and logistics solutions as well as Customs brokerage, Warehousing and Distribution. The company, which has nine UK depots including two Palletways operations in Telford and Frome, recently celebrated its 25th anniversary. It is one of over 115 independent transport providers that are part of the Palletways UK network. They benefit from shared expertise and resources from within the group to deliver consignments of palletised freight to market faster and more cost effectively than ever before.

STILL, Jungheinrich and UniCarriers Among IFOY Winners

The winners of the International Intralogistics and Forklift Truck of the Year Award (IFOY AWARD) were announced on Friday night at  Vienna’s famous Hofburg. Representatives of Cargometer, Jungheinrich, ProGlove, The Raymond Corporation, Still and UniCarriers Europe received a trophy in front of more than 600 invited guests from business, politics, science and the media. The 29 jurors had nominated 15 solutions and devices in six categories for the seventh round of the worldwide intralogistics competition and voted on the winners after a three-part audit. However, the result remained secret until the IFOY AWARD Night.

The results in detail: In the Intralogistics Software category, a Viennese company won the trophy, much to the delight of local guests. Cargometer GmbH was awarded for its On-the-fly Freight Dimensioning. The 3D object measurement is carried out using cameras installed on the hall doors.

German manufacturer Jungheinrich AG won the award for the most innovative truck in the Warehouse Truck category. Its ETV 216i reach truck is the world’s first reach truck with a fully integrated lithium-ion battery and marks the beginning of a new generation of reach trucks. It convinced the jury not only with its performance, but also with its design. Because the conventional lead-acid battery was replaced by a smaller lithium-ion battery, completely new design possibilities arose for the developers.

US forklift truck specialist The Raymond Corporation was nominated for the IFOY final for the first time. The Raymond Virtual Reality Simulator was the first trophy in the Special of the Year category for the Toyota subsidiary. With the help of virtual reality glasses, forklift drivers can be trained and tested on a real Raymond truck. The solution not only provided a realistic view of the working environment, but also generated data for individual trainings of the forklift drivers.

In the AGV & Intralogistics Robot category, STILL’s LiftRunner tugger train with the LTX 50 tugger and automatic loading and unloading took the honours. In particular, the idea of combining automated driving and automated load transfer was rewarded. The cost-effective and easily scalable solution was simply implemented, but offers the user great benefits, for example in the supply of the production line.

UniCarriers Europe AB took the Counter Balanced Truck category with the TX 3 3-wheel with a load capacity of 1.6 tons. The vehicle from the new TX 3 series scores with its low energy consumption, excellent all-round visibility, comfortable all-electric steering and numerous ergonomic improvements. The most important innovation: a free-swinging, ergonomic armrest, available with either a mini steering wheel familiar from the reach truck segment or a normal steering wheel.

Startup of the Year was won by a Munich-based manufacturer: ProGlove (Workaround GmbH). The young company was awarded for its intelligent glove of the same name for scanning barcodes and 2D codes. It convinced with the development of a powerful scanner of the size of a matchbox, which can be clicked easily on a glove. This means that the operator always has both hands free for work.

Judging decisions are based on the IFOY Audit. The devices and solutions are subjected to individually tailored driving or function tests, including the IFOY Test protocol comprising around 80 criteria and the scientific IFOY Innovation Check. In addition, jurors and their advisory teams from the economy assess the finalists personally before voting. Jurors are urged not to compare the nominees against each other, but against the competing devices on the market in each sector.

STILL, Jungheinrich and UniCarriers Among IFOY Winners

The winners of the International Intralogistics and Forklift Truck of the Year Award (IFOY AWARD) were announced on Friday night at  Vienna’s famous Hofburg. Representatives of Cargometer, Jungheinrich, ProGlove, The Raymond Corporation, Still and UniCarriers Europe received a trophy in front of more than 600 invited guests from business, politics, science and the media. The 29 jurors had nominated 15 solutions and devices in six categories for the seventh round of the worldwide intralogistics competition and voted on the winners after a three-part audit. However, the result remained secret until the IFOY AWARD Night.

The results in detail: In the Intralogistics Software category, a Viennese company won the trophy, much to the delight of local guests. Cargometer GmbH was awarded for its On-the-fly Freight Dimensioning. The 3D object measurement is carried out using cameras installed on the hall doors.

German manufacturer Jungheinrich AG won the award for the most innovative truck in the Warehouse Truck category. Its ETV 216i reach truck is the world’s first reach truck with a fully integrated lithium-ion battery and marks the beginning of a new generation of reach trucks. It convinced the jury not only with its performance, but also with its design. Because the conventional lead-acid battery was replaced by a smaller lithium-ion battery, completely new design possibilities arose for the developers.

US forklift truck specialist The Raymond Corporation was nominated for the IFOY final for the first time. The Raymond Virtual Reality Simulator was the first trophy in the Special of the Year category for the Toyota subsidiary. With the help of virtual reality glasses, forklift drivers can be trained and tested on a real Raymond truck. The solution not only provided a realistic view of the working environment, but also generated data for individual trainings of the forklift drivers.

In the AGV & Intralogistics Robot category, STILL’s LiftRunner tugger train with the LTX 50 tugger and automatic loading and unloading took the honours. In particular, the idea of combining automated driving and automated load transfer was rewarded. The cost-effective and easily scalable solution was simply implemented, but offers the user great benefits, for example in the supply of the production line.

UniCarriers Europe AB took the Counter Balanced Truck category with the TX 3 3-wheel with a load capacity of 1.6 tons. The vehicle from the new TX 3 series scores with its low energy consumption, excellent all-round visibility, comfortable all-electric steering and numerous ergonomic improvements. The most important innovation: a free-swinging, ergonomic armrest, available with either a mini steering wheel familiar from the reach truck segment or a normal steering wheel.

Startup of the Year was won by a Munich-based manufacturer: ProGlove (Workaround GmbH). The young company was awarded for its intelligent glove of the same name for scanning barcodes and 2D codes. It convinced with the development of a powerful scanner of the size of a matchbox, which can be clicked easily on a glove. This means that the operator always has both hands free for work.

Judging decisions are based on the IFOY Audit. The devices and solutions are subjected to individually tailored driving or function tests, including the IFOY Test protocol comprising around 80 criteria and the scientific IFOY Innovation Check. In addition, jurors and their advisory teams from the economy assess the finalists personally before voting. Jurors are urged not to compare the nominees against each other, but against the competing devices on the market in each sector.

Operations and Safety Support Expert Joins Victa Railfreight

Victa Railfreight has appointed experienced railway operations and business manager Matt Green (above) to the new role of Operations and Safety Support Specialist on the advisory and management services side of its business. His role is to offer specialist operations and safety advice to off network locations across the UK. This includes ports, terminals, quarries and industrial sites, as well as supporting heritage railways, a new activity for Victa, drawing on his experience in the sector.

Neil Sime, Managing Director of Victa Railfreight is delighted with Matt’s appointment. “Victa is pleased to have brought Matt on board. His enthusiasm and experience will be an important part of our overall offering as well as allowing us to expand our support services into the heritage railway sector.

“There are many similarities between the operational, safety and regulatory issues facing the heritage sector and those that our established customers with port or terminal rail infrastructure encounter”.

“He is very knowledgeable on safety and regulatory matters and has a pragmatic approach. This appointment will allow him to expand his experience whilst increasing our resources to match the demand for our advisory and management support services.

“His appointment is also consistent with Victa’s policy of recruiting young professionals. We’ve always been an excellent organisation for helping launch and develop careers in the rail industry.”

Matt’s initial assignments have seen him advise a major rail freight customer client on facility access and licensing issues along with safety management reviews for two heritage railways.

 

Operations and Safety Support Expert Joins Victa Railfreight

Victa Railfreight has appointed experienced railway operations and business manager Matt Green (above) to the new role of Operations and Safety Support Specialist on the advisory and management services side of its business. His role is to offer specialist operations and safety advice to off network locations across the UK. This includes ports, terminals, quarries and industrial sites, as well as supporting heritage railways, a new activity for Victa, drawing on his experience in the sector.

Neil Sime, Managing Director of Victa Railfreight is delighted with Matt’s appointment. “Victa is pleased to have brought Matt on board. His enthusiasm and experience will be an important part of our overall offering as well as allowing us to expand our support services into the heritage railway sector.

“There are many similarities between the operational, safety and regulatory issues facing the heritage sector and those that our established customers with port or terminal rail infrastructure encounter”.

“He is very knowledgeable on safety and regulatory matters and has a pragmatic approach. This appointment will allow him to expand his experience whilst increasing our resources to match the demand for our advisory and management support services.

“His appointment is also consistent with Victa’s policy of recruiting young professionals. We’ve always been an excellent organisation for helping launch and develop careers in the rail industry.”

Matt’s initial assignments have seen him advise a major rail freight customer client on facility access and licensing issues along with safety management reviews for two heritage railways.

 

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