Although Mucha had to leave Ivančice in order to pursue his intended career as an artist, he kept in close touch with his family and friends back home. He made many illustrations for the local satirical magazines Slon and Krokodýl which were published by his brother-in-law Filip Kubr.
It was the first of May, it was the time of love.
Karel Hynek Mácha was one of the most admired Czech poets.


text:
Home » Delete Facebook Group » How Do You Delete A Group Page On Facebook 2019
How Do You Delete A Group Page On Facebook 2019
— Delete Facebook Group
Facebook customers have the unmatched capability to connect with each other, and assemble online for all type of discourse as well as dialogue. Whether you intend to talk about last evening's episode of Game of Thrones, or take customers on in warmed political discussions, chances are there's a Facebook Group for that - How Do You Delete A Group Page On Facebook.
Essential to Facebook's social networking version is the Group, which is a foundation of the popular system. Groups are developed to suit an unfathomably big range of users, as well as their participants could be nearly anyone, from the average joe to a real-life celebrity. Whatever the function of a group, as well as regardless of that inhabits them, it's a winner to state most Facebook customers are in contract when it pertains to their importance.
Sometimes, nonetheless, Groups lose their popularity. Maybe exactly what was as soon as an energetic area has actually shed its core subscription, or a TELEVISION show individuals when raved regarding has shed its appeal. Whatever the instance, you may determine to erase or leave a team as a result.
How Do You Delete A Group Page On Facebook
Erasing or Leaving a Facebook Group
If you're not a manager of the Group, and have decided you have actually lost interest, all you should do is drop in the Group's homepage, and click the button in the upper-right-hand corner that says "Joined" This will certainly give you the choice to unfollow, or straight-up leave the Group.
If you are an admin or Group designer, there are a few unique steps you need to follow. The good news is, they'll just take a number of minutes, depending upon the dimension of your Group! First, click the switch that says "Members" under the Group's cover image. Click the drawing of a gear button next to the name of each participant in the Group, which will allow you delete them from said Group. As soon as all the Group members are gone, simply click the "Leave Group" button alongside your name. As every one of the participants will certainly have currently been removed, your separation from the Group will effectively close it down.
Nevertheless, it is necessary to keep in mind that Facebook provides a little caveat about erasing Groups. If you're an admin, yet didn't create the Group on your own, the Group's original designer has to let themselves be deleted before you could entirely shut the Group down.
No matter your interest, there's a Facebook Group for you. Have a preferred Facebook Group you're already a part of? Be sure to share it in the remarks listed below.

redpajama_set_name: RedPajamaCommonCrawl


Enter the text you would like on the name plate.
Hello Etsy Sellers (and elsewhere!) We don't know about you, but we live for the Cha-Ching here at FunOrders. There is nothing better than hearing that loud "CHA-CHING" wherever you are at, day or night. Now you can always have a piece of encouragement at your desk. With these Customized Cha-Ching Desktop Trophy Stands, complete with your own Personalized Shop Name plate, these are sure to be a favorite for any online seller. The measurements are about 7'' Long x 7'' Tall x 4'' wide. These make a Great Gift for Easter!
All of our items are shipped in a secured package, with a tracking number for our, and your, protection. If you would like different color options, please send us a message.


We analyse the impacts on monthly metered electricity and reticulated gas use of the houses retrofitted with insulation or clean heat source under the New Zealand Insulation Fund (NZIF) programme, titled "Warm Up New Zealand: Heat Smart" (WUNZ:HS).
Our study covers the period from the scheme"s introduction in July 2009 to November 2010.New Zealand's energy profile shows that electricity is the most prominent energy source used in residential houses, followed by solid fuels and gas. For residential space heating, specifically, the energy profile identifies that solid fuels are the most prominent energy source used, with electricity and reticulated gas following in importance.
Our study directly measures impacts of WUNZ:HS on total household electricity and reticulated gas use (not just on space heating energy use). We provide a test of whether the impacts on metered energy use differ according to whether a house already uses a non-metered energy source for heating.
Previous research in this area has found that energy and electricity savings are made from retrofitting houses with insulation, but the effects from installing clean heating sources are dependent on a number of factors, such as the type of clean heating source being installed, the source of heating being replaced, temperature, and how households choose to receive any energy savings.


Pure Energy Multimedia has been involved with online marketing and search engine optimisation for many years.
We have had considerable success in placing our clients webites in high ranking positions in Google, MSN, Yahoo and many other search engines.
type haverhill, alloy racing tanks or pure energy and you'll see we have number one placement for a google 'web' search.
We charge for this service by the hour. For £45 we will spend one hour per month working on your site and promoting it to the search engines using a number of different methods that we have developed. There is no minimum contract period; if you're not happy with the results you can cancel at any time.
There is often a set-up fee which could range from £45 to £360 depending on the amount of work invovled in engineering your site towards the search engines. This needs to be quoted on an individual basis.
To take advantage of this service, your website must be hosted with us.


text:
Man receives jail sentence after spitting at Killarney gardaí
radiokerrynews
A man has received a five-month prison sentence after spitting at three gardaí in Killarney.
Jamie Power, with an address of Muckross Road, Killarney but who's originally from Tralee, pleaded guilty to assault at Tralee District Court.
Jamie Power, who's in his twenties, was arrested on a public order matter on Monday night, July 27th, and brought to Killarney Garda Station.
While in custody, he spat at three gardaí.
Mr Power was charged with assault under section two of the Non-Fatal Offences Against the Person Act 1997.
He appeared before Tralee District Court yesterday where he pleaded guilty to assault.
Judge David Waters sentenced Mr Power to five months in prison.
Mr Power's solicitor Pádraig O'Connell put forward an abject apology on behalf of his client and told the court that Mr Power had been on prescribed medication and had consumed alcohol. Mr O'Connell said Mr Power was taking his punishment on the chin.
Mr O'Connell said Jamie Power spat at the gardaí while under arrest in the cell area of the station and was in a highly emotional state. Mr O'Connell stated that the early plea was indicative of his insight into his wrongdoing.
Supt Flor Murphy of the Killarney Garda Division stated that this behaviour is disgusting and particularly nasty during the current pandemic. He said it also showed what gardaí have to deal with on a regular basis.
Jamie Power
Killarney garda station
Muckross road
Padraig O'Connell
Supt Flor Murphy
Tralee District Court
Evening Sports Update
radiokerrysport - 15th January 2021
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South Kerry Board AGM Takes Place
The South Kerry Board AGM was held last night via Zoom.Board Officers for 2021 President: Paddy Fogarty (Waterville – Frank Caseys).Vice – Presidents: Mick...
Lunchtime Sports Update
SOCCERLiverpool great Graeme Souness says his old side are struggling to maintain their consistency ahead of facing Manchester United this Sunday.The Premier League champions...
Young and Old: Homes Fit for Us All – January 15th, 2021
Sue Shaw is the CEO of the Irish Senior Citizens' Parliament. She's reacting to the findings of a survey by Eurostat which shows that...
Gimme Shelter, NCT! – January 15th, 2021
Gerry O'Connor says he was waiting around an hour in wet, misty conditions on Wednesday evening while his car was being tested in the...


ProjectReady™ is designed for the business user to drive and execute directly freeing IT Professionals to focus on other high value enterprise initiatives driving business value. With ProjectReady the constant administrative overhead of creating and managing thousands of project sites goes away. From provisioning collaborative project sites, to security and permissions inside and outside the organization, workflow deployment and reporting; ProjectReady does it for you, allowing for self-service by the business user in a simple & intuitive way.
Integrating SharePoint and other line of business systems, our ProjectReady Applications manage and extend your systems via web services and the modern app model delivering a turn key business solution.
ProjectReady comes with a number of advantages geared towards IT Professionals and Office 365 Administrators.
The self-service nature of ProjectReady allows end users to create and manage permissions to Project Sites without having to call IT. This means access to lists and libraries – and even granting access to external users for collaboration, but you can rest assured that all access is securely governed by what you will define. End users will never have to work with the SharePoint permissions screens and can interface directly with ProjectReady.
Automated Site Creation will also allow end users to create and manage sites without needing to know the internals of SharePoint or even what a site is.
System Integration – ProjectReady includes prebuilt connectors to Deltek, Microsoft AX, SQL, local file systems and Autodesk Vault out of the box. This will save IT having to write costly or complex connectors to authoritative systems on premises or in the cloud.
Using Power BI (Business Intelligence) – you will be able to create and customize advanced ProjectReady reports with gorgeous and easy to use visualizations. You will be a reporting hero to your customers.
Our Project security matrix allows you to define the permissions and security groups and roles that will govern what access different groups have to the various project sites.
ProjectReady comes pre-built with project templates that you will be able to modify and configure based on your end user's requirements. This means each time a new project is created, you don't need to re-invent the wheel. You will have access to the latest templates, metadata and workflow as defined centrally in your templates.
The ProjectReady SQL Connector allows you to integrate any data from your systems that use a SQL database with seamless synchronization. This includes systems such as CRM, Deltek and Microsoft AX. Just simply connect your database to the SQL connector and regardless of changes you make on your backend, your experience with ProjectReady will stay the same ensuring business continuity and seamless data integration.
As a true cloud technology solution, ProjectReady is licensed as SaaS (Software as a Service). Our solution is available on a subscription basis and hosted in Microsoft Azure. As a SaaS, ProjectReady directly reduces IT support costs.
ProjectReady now supports Multiple Site Collections in SharePoint. This eliminates any concern of site size limitations allowing customers to seamlessly use the system across multiple site collections while maintaining one user experience throughout the system.
ProjectReady can be deployed to the cloud, on premise within your enterprise, or in a hybrid configuration – it's flexible and delivers the same benefits to AEC organizations in any of it's deployments. ProjectReady supports internal and external collaboration, proper compliant document control, and provides team members with the mobility they require to get the job done.
With a subscription to ProjectReady, you'll consistently receive new features and modifications throughout the life of your applications. With a scheduled release cycle for new updates, the ProjectReady team is constantly researching and developing ways to enhance the value and ease of use of our applications as well as develop new additional features that solve business problems for the AEC. That means you will always have the latest & greatest of what's available from ProjectReady and the added benefit of new functionality as it is developed without any additional cost to you and your team.


text:
STATEMENT: CAP Action's Angela Kelley on Supreme Court Ruling on Arizona's Anti-immigration Law
Press Statement Jun 25, 2012
Court Aims to Limit Racial Profiling But Doesn't Give Full Protection
Christina DiPasquale
Washington, D.C. — The United States Supreme Court today largely affirmed that state immigration laws like Arizona's S.B. 1070 violate our Constitution, but it upheld one of the most troubling provisions of Arizona's anti-immigration law, while striking down three others. Angela Maria Kelley, Vice President for Immigration Policy at the Center for American Progress Action Fund released the following statement:
Though making an effort to limit the opportunities for racial profiling, the Supreme Court still upheld one of S.B. 1070's central and most offensive provisions, the requirement that law enforcement officers demand proof of legal status from anyone they suspect is undocumented. This "papers please" provision will directly lead to racial and ethnic profiling based on the way people look or the way they speak, regardless of whether they have been American citizens all of their lives.
Still, today's ruling was narrow in that the Court only concluded that federal law did not pre-empt states from enacting these "papers please" laws. Lawsuits challenging the provision on racial profiling grounds will continue to be litigated and we are confident that the measure will ultimately be struck down. Unfortunately, the Court's ruling today means that while we await that future decision, the fundamental rights of Americans living in those states will be degraded.
This decision is still a set-back to civil rights in America, but it is not a defeat. The civil rights and immigrant rights communities will continue to fight against laws like S.B. 1070 in the courts, in state legislatures, and in Congress. These measures don't exist in a vacuum. As recent polling shows, Latinos voters are paying close attention to the court's ruling and a majority believe the decision will contribute to a hostile environment for Latinos. Moreover laws like these hurt our community safety, bankrupt economies, and undermine our national unity so it is not surprising that the rush to follow Arizona down this treacherous road has stalled. States that were considering copycat measures in 2012 all took a pass after seeing how costly and socially divisive these laws are.
Today's ruling increases the urgency of sensible and workable federal immigration reform. But that is only possible with bipartisan support. So we call on the Republican Party to repudiate the politics of division and come to the negotiating table. And in the interim, we call on the Obama administration to continue fighting against laws like S.B. 1070, which have no place in America.
Specifically, we ask the administration to double down on its strong efforts to stand up for the civil rights of all residents; we ask the administration to send civil rights monitors into the states that implement these "papers please" laws; and we ask the administration to halt the Secure Communities program in those states.
The Supreme Court's decision today will be a watershed moment in the history of American immigration policy, but we believe it will be the beginning of a movement toward the basic American principle of greater inclusivity, rather than the repudiation of it.
To speak with a CAP expert on this topic, contact Christina DiPasquale at cdipasquale@americanprogressaction.org or 202.481.8181.


text:
<?php

/*
 * GENERATED CODE WARNING
 * This file was automatically generated - do not edit!
 */

require_once __DIR__ . '/../../../vendor/autoload.php';

// [START retail_v2alpha_generated_UserEventService_PurgeUserEvents_sync]
use Google\ApiCore\ApiException;
use Google\ApiCore\OperationResponse;
use Google\Cloud\Retail\V2alpha\PurgeUserEventsResponse;
use Google\Cloud\Retail\V2alpha\UserEventServiceClient;
use Google\Rpc\Status;

/**
 * Deletes permanently all user events specified by the filter provided.
 * Depending on the number of events specified by the filter, this operation
 * could take hours or days to complete. To test a filter, use the list
 * command first.
 *
 * @param string $parent The resource name of the catalog under which the events are
 *                       created. The format is
 *                       `projects/${projectId}/locations/global/catalogs/${catalogId}`
 * @param string $filter The filter string to specify the events to be deleted with a
 *                       length limit of 5,000 characters. Empty string filter is not allowed. The
 *                       eligible fields for filtering are:
 *
 *                       * `eventType`: Double quoted
 *                       [UserEvent.event_type][google.cloud.retail.v2alpha.UserEvent.event_type]
 *                       string.
 *                       * `eventTime`: in ISO 8601 "zulu" format.
 *                       * `visitorId`: Double quoted string. Specifying this will delete all
 *                       events associated with a visitor.
 *                       * `userId`: Double quoted string. Specifying this will delete all events
 *                       associated with a user.
 *
 *                       Examples:
 *
 *                       * Deleting all events in a time range:
 *                       `eventTime > "2012-04-23T18:25:43.511Z"
 *                       eventTime < "2012-04-23T18:30:43.511Z"`
 *                       * Deleting specific eventType in time range:
 *                       `eventTime > "2012-04-23T18:25:43.511Z" eventType = "detail-page-view"`
 *                       * Deleting all events for a specific visitor:
 *                       `visitorId = "visitor1024"`
 *
 *                       The filtering fields are assumed to have an implicit AND.
 */
function purge_user_events_sample(string $parent, string $filter): void
{
    // Create a client.
    $userEventServiceClient = new UserEventServiceClient();

    // Call the API and handle any network failures.
    try {
        /** @var OperationResponse $response */
        $response = $userEventServiceClient->purgeUserEvents($parent, $filter);
        $response->pollUntilComplete();

        if ($response->operationSucceeded()) {
            /** @var PurgeUserEventsResponse $response */
            $result = $response->getResult();
            printf('Operation successful with response data: %s' . PHP_EOL, $result->serializeToJsonString());
        } else {
            /** @var Status $error */
            $error = $response->getError();
            printf('Operation failed with error data: %s' . PHP_EOL, $error->serializeToJsonString());
        }
    } catch (ApiException $ex) {
        printf('Call failed with message: %s' . PHP_EOL, $ex->getMessage());
    }
}

/**
 * Helper to execute the sample.
 *
 * This sample has been automatically generated and should be regarded as a code
 * template only. It will require modifications to work:
 *  - It may require correct/in-range values for request initialization.
 *  - It may require specifying regional endpoints when creating the service client,
 *    please see the apiEndpoint client configuration option for more details.
 */
function callSample(): void
{
    $parent = '[PARENT]';
    $filter = '[FILTER]';

    purge_user_events_sample($parent, $filter);
}
// [END retail_v2alpha_generated_UserEventService_PurgeUserEvents_sync]

redpajama_set_name: RedPajamaGithub


text:
Q: Julia typeof in ccall Can someone explain why this ccall works when I explicitly specify the type, but Julia fails with "error interpreting ccall argument tuple" when I use typeof to specify the type?
type Foo
end
type Boo
    eq::Ptr{Foo}
    buf::Array{Float32,1}
    s::Array{UInt8,1}
end

function new_boo(p1, p2, p3, p4, p5)
    b = Boo(C_NULL,zeros(p1*2),zeros(div(p1,2)))
    eqref = Ref{typeof(b.eq)}(C_NULL)
    res = ccall((:myfunc, "mydll.dll"), stdcall, Cint, (Ptr{typeof(b.eq)}, Int32, Int8, Int8, Int8, Int8),
                eqref, p1, p2, p3, p4, p5)
    b.eq = eqref[]
    b
end

If I print Ptr{typeof(b.eq)} and Ptr{Ptr{Foo}}, they display the same.  If I compare with is(), they are equal.  What's the difference?  I also tried assigning v = typeof(b.eq) to a variable first and then passing Ptr{v}, but it didn't help.

A: typeof is a runtime function, but ccall argument types must be statically determinable when the function is compiled. (otherwise, Julia would need to insert a guard around every ccall to catch mis-matched types, making ccall much slower).
Your best option is to specify a fixed type in the ccall, as you discovered.
It is possible to use a parametric type for one or more arguments in the function declaration, which will allow Julia to compile a different version of the function (including a specialized ccall) for each variant of the argument type:
function new_boo{T}(p1::T, p2, p3, p4, p5)
    ...
    res = ccall((:myfunc, "mydll.dll"), stdcall, Cint, (Ptr{T}, Int32, Int8, Int8, Int8, Int8), eqref, p1, p2, p3, p4, p5)
end

However, this is unlikely to be the correct solution unless you are either varying the C function name, or passing a pointer to some structure that has a type-tag.
Note that if you are reflecting a C struct with a void*-style opaque pointer, you can just write eq::Ptr{Void}.

redpajama_set_name: RedPajamaStackExchange


text:
Olymel invests 3 million dollars in its Vallée-Jonction plant in the Beauce and creates 160 new jobs
Olymel l.p.
ST-HYACINTHE, QC, Oct. 5, 2016 /CNW Telbec/ - The management of Olymel announces a $3 million investment at its pork processing facility in Vallée-Jonction in the Beauce, as well as the creation of 160 new jobs. This investment will be used to install a ham deboning table, which requires redevelopment of the butchering and chilled fresh products storage room. Ham deboning is a new operation for this facility. Work is slated to begin in November and will continue through to February 2017 without requiring any interruption in the facility's current operations.
"This investment will allow the Vallée-Jonction facility to continue serving its markets more efficiently. This change is also an integral part of the reorganization of Olymel's fresh pork sector in Quebec with a view to optimizing performance and improving efficiency. The addition of 160 new jobs over and above the current workforce will bring the number of employees at our facility in Vallée-Jonction to nearly 1200, which boosts the economic impact of our operations in the Beauce and the greater Québec City region," noted Olymel CEO Réjean Nadeau.
The Olymel plant in Vallée-Jonction currently has more than 1,000 employees and serves the vast Japanese market in particular, for which it produces fresh chilled pork, a popular product in that country. The Vallée-Jonction facility also supplies raw materials to the pork further processing facility at St-Henri-de-Lévis on the South Shore of Quebec.
RECRUITMENT CAMPAIGN
In the context of this investment and the manpower needs it entails, Olymel has also launched a major recruitment campaign in the greater Quebec City region and the Beauce. This campaign relies on vehicles such as radio and regional newspapers, a presence in the Publisac, and individual interviews with all interested candidates. It is also designed to inform potential applicants about working conditions, which are among the best in the agri-food processing industry.
About Olymel
Olymel L.P. is Canada's leader in the production, processing and distribution of pork and poultry meats. The company, which celebrates its 25th anniversary in 2016, has made feeding the world its mission, which it pursues passionately with products of impeccable quality. In carrying out its mission every day, Olymel relies on its tradition of maintaining a strong link between farm and table, as well as on innovation and attention to customer and consumer needs. The company employs close to 11,000 persons, including more than 8,000 in Quebec, and has large facilities in Ontario, Alberta, New Brunswick and Saskatchewan. Olymel exports nearly a third of its total sales, mainly to the United States, Japan and Australia, as well as over 65 other countries. Its annual sales are on the order of 3 billion dollars. The company markets its products mainly under the Olymel, Lafleur and Flamingo brands. For additional information about the company, visit www.olymel.ca
SOURCE Olymel l.p.
For further information: Paul Beauchamp, Senior Vice President, (514) 858-9000 Ext.: 3232, or Richard Vigneault, Corporate Communications, (514) 497-1385 or (450) 771-0400
Yanick Gervais Appointed President and CEO of Olymel...
Unidindon plant in St-Jean-Baptiste-de-Rouville: Employees vote...
Olymel announces the passing of its President and CEO, Réjean...


You don't have to wait until Halloween to get into the Halloween spirit with this 3/4" Bats pattern. Made from our durable Tyvek® and available all year round you can have spooky fun any time. This wristband features a yellow glow background with a fun bat pattern across the length of the wristband and a small haunted house. Our Tyvek® wristbands all feature a tamper proof die-cut closure and are stretch and tear resistant as well as waterproof, making them ideal for any type of event.


text:
The Wild Space of Christian Community
By: Ric Hudgens
At the beginning of the twentieth century it was theologian Karl Barth who first raised the question of a domesticated God: a God tamed, confined, and muted by humanity's drive to control and domination. Only a few years later Europe saw that the progressive domestication of God did not lead to freedom but to the furnace and the gulag—not to the heavenly city of the eighteenth century Enlightenment philosophers, but to the hell of the twentieth century totalitarians.
The church has been just as afraid of an undomesticated, wild God as the world has been. When Moses heard the voice of the Lord in the desert at Sinai and asked for a name he was told, "I will be who I will be"—deal with it! When Jesus tried to talk about the basileos of God he had to reach for verbal and enacted parables because this movement's exact outlines could never be fully anticipated. When the Holy Spirit came on Pentecost the early church began an unpredictable "wild goose" chase, starting new Jesus-communities everywhere they were led.
Through its institutions, its theology, and its political compromises the church has continually attempted to domesticate this untamable deity. But every once in awhile (think Azusa Street or Montgomery) the gospel escapes into the streets taking at least part of the church with it, and planting new seedlings of the Spirit everywhere it goes.
It is becoming harder and harder to dream an alternative future for our world. Political polarizations, economic integrations, and social fragmentations increase our sense of futility and despair. There is less and less room to maneuver, fewer and fewer opportunities to experiment with new ways of living and being.
We are all born into a circle of community. That first circle may be as small as a mother and child. But we soon enter into other circles: extended family, school, church, work. All of these circles shape and misshape us. They teach us about friendship, loyalty, and love. They teach us about estrangement, betrayal, and anger. As a result we all suffer from "affection deficit disorder" and have trouble forming and maintaining loving commitments. Our affections drift and fade. Our loves are often more compulsive than intentional, more obsessional than faithful.
Christian community should be an alternative community where we learn new ways of living and loving—ways that reshape our selves into the "abundant lifers" that God intended. But rather than bringing us freedom many of our churches and communities only provide alternative forms of domestication. They are not about freeing God's Spirit within us; but binding, taming, and stifling that Spirit so that the institutional structures will remain settled and unchanged.
We can't hope to change this situation easily or without some long-term effort. At best we can hope for "little moves against destructiveness" (1) where we can create some "interstitial distance" (2) from the state.
Sallie McFague (3) originally and Emmanuel Katongole (4) more recently have talked about the importance of "wild spaces". Rather than focusing on participation in the halls of political power (be it governmental or denominational), or evangelism among the corporate and academic elite, the church should focus on becoming a "wild space" on the margins of the dominant culture. In these wild spaces we could develop the skills to live lives that don't fit societal stereotypes or conventions. It is the place where we can question social norms and imagine new alternatives. The church must find the "rifts" in contemporary culture where they can reinhabit a new way of being human on this earth.
McFague wrote: "If you are [a] poor Hispanic lesbian, your world will not fit into the conventional Western one. It will overlap somewhat (you may be educated and able-bodied), but there will be a large crescent that will be outside. That is your wild space; it is the space that will allow—and encourage—you to think differently, to imagine alternative ways of living. It will not only give you problems, but possibilities."
Hiking in Wyoming a few years ago I was continually amazed and awed at it's natural beauty. It was a wild beauty – most beautiful where it was most untouched by human hands. A wild space is not a disorderly space, but a differently ordered space. It is an order that may look like disorder to those who are overly domesticated and tamed. Wild spaces encourage, allow, and empower us to imagine alternative ways of living. Without wild spaces we are doomed to a deeper domestication, perpetually constrained by the circles that misshaped us in the first place. Wild spaces are where we are free to be different, to experiment, to imagine, to risk, to dare, to dream, to play.
Christian community must become a wild space for the Spirit if we are to have any hope of faithful witness in the world today. Christian community must become a place where we can resist and reshape our lives according to the freedom we have in Christ (Gal 2:4)—a place where we are being reshaped into the transformed nonconformists and creative extremists that Dr. Martin Luther King used to preach about.
This will primarily be a work of the Christian imagination. Our imaginations have also been shaped and misshaped. They have been domesticated, tamed, and disordered. We find it easier to imagine an alternative universe on a planet millions of light years away, than we do to imagine a different world right here on planet earth. If we are to reorder that domesticated imagination then the practice of worship may be the place for us to start.
John Roth wrote that "How we live is always an expression of what we worship. Ethics is an extension of worship." (5) If that is true (and I think that it is) then worship becomes a foundational practice for establishing a wild space in which the Christian imagination can root and flourish. (6)
In Christian worship we reorder our imaginations in accordance with the alternative future of Jesus through the telling of foundational stories about an alternative community no longer living according to the domestication of the world, the flesh, and the devil, but "being transformed by the renewal of our minds" (Rom 12:2).
Christian communities should be wild spaces where we are free to imagine new undomesticated ways of living out our faith: worshiping, singing, dancing, playing, working, loving in ways that to the world may look "uncivilized" and perhaps even "wild"; and yet are true expressions of our freedom in Christ and our liberation in the Holy Spirit. "If the Son sets you free, then you are free indeed." (John 8:36). (7)
Nancy Bedford, "Little Moves Against Destructiveness: Theology and the Practice of Discernment", in Practicing Theology: Beliefs and Practices in Christian Life, edited by Miroslav Volf and Dorothy C Bass (Grand Rapids, MI: Eerdmans, 2002), pp 157-184.
Simon Critchley, Infinitely Demanding: Ethics of Commitment, Politics of Resistance (Verso, 2008), pp 111-113.
Sallie McFague, Life Abundant (Searching for a New Framework), Fortress Press, 2000, p 48
Emmanuel Katongole and Jonathan Wilson-Hartgrove, Mirror to the Church: Resurrecting Faith After Genocide in Rwanda (Grand Rapids, MI: Zondervan, 2009), ch 1.
John Roth, Practices: Mennonite Worship and Witness (Herald Press, 2009)
See Emmanuel Katongole, "Greeting: Beyond Racial Reconciliation", in The Blackwell Companion to Christian Ethics, edited by Stanley Hauerwas and Samuel Wells (Oxford: Blackwell Publishing, 2004,2006), pp 73-74
This is an edited transcript of a talk at the Monday Night Seminar for Reba Place Fellowship, Evanston, Illinois, January 31, 2011.
Ric Hudgens is a "conspiratorial consultant" for ProActive: The Prophetic Activism Initiative: "creating spaces for God's freedom dreams". He is a perpetual newcomer to intentional Christian community at Reba Place Fellowship in Evanston, Illinois and pastor-in-residence at a local African-American congregation.


FRIDGE FUN: "LEVEL UP!" Create and personalize your very own Super Mario levels with this Super Mario Bros. set of fridge magnet based on the classic and legendary video game.
ICONIC DESIGNS: Included: Mario and Luigi, mushrooms, turtles, flowers, coins, and even level details such as brick platforms and sewer tunnels, so you can create your own new levels!
SUPER CONTENTS: build your own Mushroom Kingdom right in your kitchen, and give your fridge a colorful new power-up! Features 80 magnetic characters and icons from the original game.


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The technological future of marketing and analytics
Today's marketing and analytics professionals find themselves at the centre of a technological revolution. With the continued rise of marketing technology, programmatic advertising, social media, e-commerce, virtual reality and artificial intelligence, you'd be forgiven for thinking this was an entirely different profession to the one you once worked in. With all of these options, the question of being a generalist or a specialist seems obsolete. You can't work in the industry today without knowing something about tech, but how much do you really need to know?
Jyoti Jain, Director of Advanced Analytics at Johnson & Johnson Consumer Asia Pacific says: "In my opinion, companies should start considering that they're in the space of technology for marketing and analytics. Johnson & Johnson is not a technology company but when it comes to analytics in today's world, that's where we need to think like a technology company."
Jain believes technology provides a powerful medium and "unprecedented opportunities" in her role/ department/ functions which simply cannot be ignored. In order to achieve this, the business has created internal programs to educate everyone that touches the brand.
From a marketing perspective, a 2012 global report commissioned by Forrester and Oracle found that on a scale of maturity spanning from novice to modern, only 12% of marketers considered themselves 'modern' meaning most were still finding their way in the areas of customer segmentation, data strategy, measurement, attribution, and the ability to utilise real-time intelligence.
As Jain notes,: "It's not just about technology. In my team we are are also thinking about precision marketing and that's about reaching consumers in the moment that matters most to them."
The evolution of the business is being driven by consumers and their adoption of technology. Jain says: "The analaytics function is transforming because consumers are transforming. You need to know how they're living, what technology is actually playing a role in their lives, and how they're consuming and accessing information."
It's a sentiment Amit Shah, Senior Vice President for Marketing at 1-800-Flowers, echoes. Shah, who recently spoke at ADMA's Global Forum, says: "The modalities of expression themselves are evolving. As we keep adopting it, technology constantly challenges us to really appreciate and be open to what the customers' adoption curve is. On a selfish level, sure it creates opportunities for us, but what keeps us excited in this is more that, 'Wow, our customers are really innovating on their expressions and it is our job to make sure we bring to bear all of our best resources to try to keep up.' Frankly, sometimes it is about keeping up because the surest signals to me of a technology being an awesome technology are when it has an endogenously wider coefficient to it."
Shah adds: "As customers evolved with their modalities of expression, we have continuously innovated against to make sure that within that chosen bracket of communication, we are still present to serve this need to express."
Shah illustrates his point with the example of messaging apps. Now the most used category of apps in market with many consumers utilising services such as WhatsApp, businesses that want to keep up need to be there too.
This opportunity of messaging apps is one that led Sydney advertising agency The Works to launch a messenger-based social media company, On Message, earlier this year. The business specifically aims to help marketers trying to catch up in the space. On Message is doing this through the implementation of bots, chat and custom keyboards within messaging apps.
Still, the race to stay ahead of consumers and their uptake of technology is a difficult one with companies such as 1-800-Flowers at times jumping on platforms that quickly fizzled out. Case in point is Facebook Gifts which launched in 2012 before closing two years later.
Leaning into change
Within this change, some things remain the same. Jain says: "The mediums have changed. What we do even on the billboards of yesteryear has changed: they have become digital billboards. The mediums have changed but I don't think the fundamentals have changed."
When you consider the classic "marketing funnel" was conceived in 1898, it's difficult to believe that particular fundamental remains solid. As for the four P's of marketing: Product, Price, Promotion and Place, the broad terminology from the 1960s has more of a chance to remain relevant in today's hyper-connected marketplace, although the concept is going to have to work overtime to keep up with the mountains of data available within these four columns. What this invariably leads to is a question of ethics and just because we can, should we?
Marie Wallace, Analytics Strategist at IBM, says: "As we all become more data-driven companies, and our competitive differentiation becomes based on our ability to optimise the value of the data we're consuming, there's going to be increasingly more pressure to push the envelope in terms of how much value we get out of the data, and that, I think, is a real ethical conundrum."
"As data becomes increasingly a currency, which it truly is, it's going to be really really hard for people to draw the line," adds Wallace.
Wallace gives the example of software, a product many people are reluctant to pay for as they can often find a way to get it for free. She says: "If they're not paying for your product with green dollars and they're paying with data dollars, then that data dollar has to be converted to green. That there becomes your revenue stream, so you can just imagine how this can generate a culture of, 'I have to generate as much green dollars as I can out of these data dollars because that's my revenue since I'm not getting real dollars'."
A marketing future minus tech?
With the overwhelming presence of and reliance on technology, the question begs to be asked whether we'll get to a point where we crave a more simple approach.
According to the experts, the short answer is no. They suggest we get used to this tech state as it isn't going away anytime soon. Still, many warn against getting too comfortable with the technology we have now because it likely has a limited life span. In fact, Ben Edwards, Vice President at payments company PayPal who spoke recently at ADMA's Global Forum, advises we hold onto our hats as this current state of transformation isn't likely to end. He says: "It isn't like we're going to go through a period of transformation and then emerge from the other end with the solution. We're going to transform from a company that doesn't transform into a company that transforms continuously. That is the new state of being."
IBM's Wallace says the push to roll back usage of technology in marketing isn't about to come from the consumer. She says: "The consumer really likes the fact that everything is personalised. My search results are personalised to me. My recommendations are what I might be interested in. Sometimes they get it wrong, but people like the idea that this is really relevant to who I am right now."
This, of course, works nicely for businesses given the information overload consumers face today. Wallace adds: "The reality is knowing what to share and when to share it is fundamentally the only way we're going to communicate in the future if we want to get people's attention. The spray gun spamming approach is dead and it is really back to the market of one."
Beyond the ethical implications of a world ruled by technology, another danger Wallace sees is consumers handing control over to the technology. She says: "We're already, as an organism, deferring some of this stuff to the computer. A simple example is mathematics. Now we don't even bother trying to compute the simplest calculations. You just use your phone. You subconsciously don't even bother remembering things because it's quicker and easier to go and search for the answer than it is actually bothering to remember it."
While tech may be here to stay, many believe the human touch is as well.
Jain says: "I don't think human touch is going away at all. People want to actually spend time together.. Talking to friends and families, people were actually spending time with each other through this medium."


A travelling salesperson starts in their home city and attempts to find the shortest tour that allows them to visit every city once before returning back home. The Travelling Salesperson Problem (TSP) is one of several optimisation problems found in the fields of transportation and logistics, and is impractical to solve using exhaustive algorithms (number of possible solutions = (n-1)!/2).
Several studies have shown that, when presented using Euclidean coordinates (ETSP), humans can effortlessly produce tours that are approximately 1% more costly than optimal solutions for problems where the number of nodes is between 10 and 20, and approximately 11% more costly for problems where the number of nodes is 120. Researchers hypothesize that the problem is solved via low-level perceptual processing of figural effects with very low demands from cognitive resources.
Ultimately, the goal of my research is to understand and model these figural effects, which create perceptual-level activation for node selection, using regression modelling and machine learning algorithms, in order to create human-inspired computational algorithms that can generate more optimal solutions to the ETSP.
Markos Kyritsis received a BSc (1st class Hons) in Computer Science, an MSc (Distinction) in Cognitive Neuroscience, and a PhD that addressed Spatial Knowledge Acquisition from Virtual Environments. Markos spent time working as a software developer and project manager, before migrating to academia in 2009. Since then he's worked in small and large departments in Greece and the Middle East, before finally moving to BISA as a lecturer of informatics. Due to his interdisciplinary background, Markos has a fairly diverse publication history in areas such as Cognitive Science and Psychology, Human Computer Interaction, and Business.
Dr. Kyritsis is a member of several research teams spanning a fairly wide range of disciplines. He spends most of his time investigating and modelling human behaviour in Euclidean optimisation problems such as the Travelling Salesperson Problem, which in turn results in the creation of heuristics that can support firms engaged in pickup and delivery problems. Current research engagements involve: investigating spatial judgement tasks in optimisation problems; investigating entrepreneurial orientation in emerging markets; developing sentiment analysis for Arabic language as a co-investigator for a research grant awarded by a federal institution in the UAE; and evaluating inexpensive eye tracking devices for usability studies.


I am so excited for you! Congratulations! Now we can make sweet little girl baby clothes! Hooray!
Tiff, I have those mirrors in the lead picture. They're from Pottery Barn Kids, and mine are still in the packaging, never used or opened. (Don't ask.) If you want them, they're yours.
awesome :-) Congrats! I can't wait to see the nursery decorating begin!
Congratulations!!! Girls are the best in my opinion :) Your inspiration pictures are all so pretty and girly...can't wait to see how the room turns out.
Gorgeous inspiration pics - I love the blue wallpaper in the first one - never would have thought of making a girl's room blue but it just works and looks beautiful.
I adore that pink/green fabric. Perfect for a little girl.
Congratulations!! Just see, you will love having 2 girls, yet seeing how different they can be. Our girls don't share a room, but every Friday night they pick whose room they will sleep in together...too sweet. Decorating their room will be a labor of love. Tell hubby congrats too!
Tiffany, that is the most exciting news ever! This will be a fun project to focus on. So many women have babies at that age, and later...you will fit right in!


Les Marsouins, a 4 star campsite at Argelès-sur-Mer, invites you to spend your next holiday near the Pyrenees, just a stone's throw from the Mediterranean Sea.
This luxury campsite in Argelès has large shady pitches. Nestled in wooded countryside where nature is king, your privacy is guaranteed for a truly relaxing holiday in your tent, caravan or motorhome.
Those who appreciate comfort have the choice of various models of equipped mobile homes. These holiday rentals suit everyone's needs and are installed on large serviced sites. Some have a terrace and are air-conditioned.
The water complex has a heated swimming pool. You'll find deckchairs under the palm trees on the long beaches and in the sun-room. Diving for beginners is on offer, not far from the Californian pool.
There are lots of fun and sporting activities for you to do during your stay at Argelès. Fitness and muscle-building equipment help you get back into shape while the young ones enjoy themselves in the large playground, or at organised workshops and activities.
Around the campsite, there are water sports: sea-kayaking, windsurfing and exploring the depths of the Mediterranean Sea in the Cerbère-Banyuls Marine Nature Reserve. Canyoning and rafting trips are organised at the same time as aqua aerobics sessions, keep-fit classes and other traditional sports on offer at the campsite.
In the evenings, enjoy the lively atmosphere in the bar-restaurant at the karaokes, concerts, games and shows, not to mention the soundproofed disco for those who like to stay out late. Outside, there are the festivals at Argelès and St-Cyprien to enjoy. Round off your stay by admiring the coves at Collioure and the harbour or the fortified town of Elne less than ten kilometres away.


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Toronto Film Festival Dailies
TIFF 2022: September 8–18
The 476th Toronto International Film Festival runs September 8–18, 2021. in Canada's most vibrant and exciting metropolis, it has become one of the most important film events on the festival calendar.
Showcasing more than 300 films and hosting industryites from around the world, Toronto can "make or break" films looking for international distribution and a chance at Oscar gold. From glitzy red carpet premieres to challenging art films to cutting edge new media, the Festival offers something for every taste.
Past Coverage 2014 2015 - Coverage 2016 in French English
Home >> Blogs >> Toronto Film Festival Dailies's blog >> One day to go Until Toronto Film Festival
One day to go Until Toronto Film Festival
RABBIT HOLE (John Cameron Mitchell, USA)
With just a month left until the Toronto International Film Festival, the largest film event in North America and one of the premiere film summits of the year, the shape of the event is coming into closer view. With independent and international cinema showing some pulse at the box office after a disasterous two years, all eyes will be turning to Canada in the coming weeks for a crystal ball peak at what should be some of the big end-of-year films (and possible Oscar contenders).
At last week's Press Conference, some of the big titles that will grace the Festival were announced. The lastest films from such celebrated directors as Robert Redford, Michael Winterbottom, Julian Schnabel, Darren Aronofsky, Francois Ozon, John Cameron Mitchell and Mark Romanek will unspool at the Festival's 35th edition (running from September 9 to 19).
The Festival will host the World and North American premieres of such highly anticipated titles as Darren Aronofsky's "Black Swan," Robert Redford's "The Conspirator," John Madden's "The Debt," Im Sang-Soo's "The Housemaid," Tom Hooper's "The King's Speech," Guillaume Canet's "Little White Lies," Francois Ozon's "Potiche," Ben Affleck's "The Town," Mike Mills' "Beginners," Rowan Joffe's "Brighton Rock," Tony Goldwyn's "Conviction," Susanne Bier's "In A Better World," Ryan Fleck & Anna Boden's "It's Kind of a Funny Story," Alain Corneau's "Love Crime," Julian Schnabel's "Miral," Mark Romanek's "Never Let Me Go," John Cameron Mitchell's "Rabbit Hole," and Michael Winterbottom's "The Trip".
While TIFF has not created an official market sidebar (as has Berlin and Cannes), the who's who of the international film business will descend on Toronto in early September. Official market or not, Toronto is a place to do business and to catch early critical buzz for films that will certainly figure in the end-of-year awards sweepstakes. This blog site will dutifully report on all aspects of the Festival and the city that hosts North America's most elaborate (and satisfying) film party.
Sandy Mandelberger, Festival Dailies Editor
04.08.2010 | Toronto Film Festival Dailies's blog
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Toronto Film Festival Dailies's blog
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Contributing editors: Bruno Chatelin
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VIDEO: Festival Wrap-up | TIFF 2022
A look back at Toronto International Film Festival 2022
Toronto International Film Festival announces 2022 award winners
TIFF Interview with Mani Haghighi, director od Substraction
TIFF Interview with the director of "THE TASTE OF APPLES IS RED" Ehab Tarabieh
TIFF Interview with the director of To Kill a Tiger
TIFF Interview with the director of " The People's Joker"
Expected guests attending TIFF 2022
TIFF celebrates Every Story fund milestones
TIFF announces a surprise Special Presentation of Biosphere
TIFF Website
Film Trailer for Religulous
Passchendaele Film Trailer
Toronto Film Festival Press Conferences Online
Video Trailer for THE JANE AUSTEN BOOK CLUB


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Books-14 Feb 2012
Book list as of February 14th 2012
AESOP. Aesop's Fables. The World's Popular Classics.New York: Books Inc. Inscription: "To… with love + best wishes for a happy birthday, from… 9th January 1947" "Joan Edwards,5 Bidwell Street, Uitenhage". BLAIR. Blair's Chronological Tables, revised and enlarged, comprehending the Chronology and History of the World from the Earliest Times to the Russian Treaty of Peace, April 1856. By J. Willoughby Rosse. Bohn's Scientific Library. London: H.G. Bohn, 1856. CARROLL, Lewis. Through the Looking-Glass and what Alice found there. With fifty illustrations by John Tenniel. London: MacMillan and Co., Limited, 1923. CARROLL, Lewis. The Hunting of the Snark: an Agony, in Eight fits. With nine illustrations by Henry Holiday. London: MacMillan and Co., Limited, 1935. CARROLL, Lewis. Alice's Adventures in Wonderland. Illustrated in colour by A.E. Jackson. London: Humphrey Milford, 1919. Inscription: "To Joyce, Xmas 1922, With love from Grandma and Aunty Molly". CHRISTIE, Agatha. Crooked House. Published for The Crime Club. London: Collins, 1949. CICERO. Cicero and the Fall of the Roman Republic. By J.L Strachan-Davidson. London and New York: G. P. Putnam's Sons, The Knickerbocker Press, 1911. Inscription: "… with best love from his wife Dorothy…Christmas 1922" "…Bovim 1968". CRAVEN, Arthur Scott. The Last of the English: A Play in Four Acts. London: Elkin Mathews, 1910. DANTE. Dante: For the People, selected passages from the Divine Comedy in English verse by Gauntlett Chaplin. Boston: The Pilgrim Press; London: James Clarke & Co, 1913. Inscription: Insert from Grey High School PE, Prize – Chaplin bequest "Senior Matriculation R.C. Stewart, December 1921" DEFOE, Daniel. Robinson Crusoe. London: Odhams Press Limited, c.1930. Red cloth hardback with gilt title. DICKENS, Charles. Hard Times. Illustrated by W.H.C Groome. London and Glasgow: Collins Clear-Type Press. DICKENS, Charles. Oliver Twist. London and Glasgow: Collins Clear-Type Press. Inscription: "To Albert, with love, from Mom and Dad 24.3.1949" DICKENS, Charles. A Tale of Two Cities. London and Glasgow: Collins Clear-Type Press. Inscription: "To Albert, with love, from Mom and Dad 24.3.1949" DICKENS, Charles. Our Mutual Friend. London: Chapman and Hall Limited, c.1870. I DUMAS, Alexander. The Man in the Iron Mask. London: Dean and Son Ltd. DUMAS, Alexander. The Three Musketeers. Everyman's library, edited by Ernest Rhys. London: J.M. Dent & Sons Ltd; New York: E.P. Dutton & Co, 1923. Inscription: "To … with love and best wishes for his birthday, from Violet 18/5/25". DUMAS, Alexander. The Three Musketeers.London,Edinburgh,Paris,Melbourne,Toronto andNew York: Thomas Nelson and Sons Ltd. Inscription (tipexed out): "John …. Xmas 1952" "… 1960". DUMAS, Alexander. The Three Musketeers.London andGlasgow: Collins Clear-Type Press. Inscription: "To David, with lots of love, from Gerald…14-6-41". DUMAS, Alexander. The Count of Monte Cristo. The Spencer Press, 1936. DURANT, Will. The Story of Civilization: The Life of Greece. Being a history of Greek civilization from the beginnings, and of civilization in the Near East from the death of Alexander, to the Roman conquest; with an introduction of the prehistoric culture of Crete. New York: Simon and Schuster, 1939. FITZPATRICK, Percy. Jock of the Bushveld. Concise edition, Heritage of Literature Series. London, New York and Toronto: Longmans, Green and Co., 1955. Inscription: "Happy Birthday Paul, from Mummy" Von GOETHE, Johann Wolfgang. Faust: A Tragedy, translated in the original metres by Bayard Taylor with explanatory notes. The Chandos Classics. London: Frederick Warne and Co. GRIMM. Grimm's Fairy Tales, with twelve illustrations by John Hassall. London: Sands & Co, 1902. GRAHAME, Kenneth. The Wind in the Willows, illustrated by Ernest H. Shepard. London: The Reprint Society, 1954. HOMER. Iliad, Books 1-12. With an introduction, a brief Homeric grammar and notes by D.B. Munro; fifth edition, revised. Oxford: Clarendon Press Series, 1906. HUGO, Victor. Les Miserables, Vol. 1. Introduction by S.R. John and translated by Charles E. Wilbour in 2 volumes. Everyman's Library, edited by Ernest Rhys. London: J.M. Dent & Sons Ltd; New York: E.P. Dutton & Co. Inc, 1947. HUGO, Victor. Notre-Dame. London, Edinburgh, Paris, Melbourne, Toronto and New York: Thomas Nelson and Sons, Ltd. JOHNSON, Samuel. Lives of the Most Eminent English Poets, Vol. 1. Marbled endpapers. KIPLING, Rudyard. The Jungle Book. With illustrations by J.L. Kipling, W.H. Drake and P. Frenzeny. London: MacMillan and Co., Limited, 1926. t.e.g. MAUD, John, P.R. City Government: The Johannesburg Experiment. Oxford: Clarendon Press, 1938. Inscription: "To Samuel… Esq., With best wishes and to commemorate your visit to Johannesburg. From, … Deputy Mayor of Johannesburg 1938-1939". Signed by the Deputy Mayor. OVID. The Metamorphoses of Ovid. Translated into English prose by Henry T. Riley, M.A. London: G. Bell & Sons, Ltd, 1919. PLATO. The Republic of Plato. Translated with an introduction by A.D. Lindsay, M.A., Everyman's Library, edited by Ernest Rhys. London: J.M. Dent & Sons Ltd; New York: E.P. Dutton & Co. Inc, 1937. PLUTARCH. Cassell's National Library: Plutarch's Lives. London, Paris, New York and Melbourne: Cassell and Company Limited. Translated by J & W Langhorne, and edited by Professor Henry Morley. Plutarch, 6: Lives of Timoleon, Paulus Aemilius, Lysander and Sylla, 1887. Plutarch, 8: Lives of Solon, Publicola, Philopoemen, Titus Quinctius Flamininus, and Caius Marius, 1888. Plutarch, 13: Lives of Numa, Sertorius and Eumenes, 1888. PLUTARCH. Plutarch's Lives. Translated from the original Greek with notes, cirtical and historial and A Life of Plutarch, by Langhorne, John & William. London and New York: George Routledge and Sons Limited, c.1890. Octavo (184 x 123 mm). Contemporary red morocco, tiles and decoration to spine, triple rule to boards, marbled endpapers, gilt edges. Spine faded and rubbed, overall in very good condition and attractively bound. Part of Sir John Lubbock's hundred books. POLLOK, Robert. The Course of Time: A Poem in Ten Books, the Tenth Edition. Edinburgh: William Blackwood; London: T. Cadell, 1831. POPE, Alexander. The Poetical Works of Alexander Pope, The Globe Edition. Edited with notes and introductory memoir by Adolphus William Ward M.A. Litt.D. Master of St Peter's College Cambridge. London: MacMillan and Co., Limited, 1921. REITZ, Deneys. Commando: A Boer Journal of the Boer War. With a preface by General The Right Honourable J.C. Smuts. London: Faber & Faber Limited, 1933. ROHMER, Sax. The Mask of Fu Manchu. London, Toronto, Melbourne and Sydney: Cassell and Company, Limited, 1933. SCOTT, Walter. Kenilworth. Waverley Novels, Pocket Edition, Vol. 12. Edinburgh: A & C Black. Marbled endpapers, gilt edges, damaged spine, inscription: "… Christmas 1901". SCOTT, Walter. Ivanhoe. With an introduction by H.J.C. Grierson. London and Glasgow: Collins, 1953. SIENKIEWICZ, Henryk. Quo Vadis. A Narrative of the Time of Nero, translated from the Polish by Jeremiah Curtin. New York: International Collectors Library, 1925. SMUTS, Jan Christian. Jan Christian Smuts. With 23 pages of halftone illustrations and 5 maps. London: Cassell & Company Ltd, 1952. SPYRI, Johanna. Heidi. With many Illustrations by Louis Rhead. New York: Books Inc, 1925. STEVENSON, Robert Louis. Treasure Island. Illustrated by A.M. Trotter. London, Edinburgh, Paris, Melbourne, Toronto and New York: Thomas Nelson and Sons Ltd. STEVENSON, Robert Louis. Dr. Jekyll and Mr. Hyde. Illustrated by Frank Gillet, R.I. London and Glasgow: Collins' Clear-Type Press. Good condition. THACKERAY, William Makepeace. The History of Henry Esmond. With Illustrations by H.M. Brock. London: Seeley and Co. Limited. VIRGIL.The Aeneid of Virgil, Vol. One. The Temple Greek and Latin Classics. Edited by G. Lowes Dickenson, M.A. and H.O. Meredith. Translated by E. Fairfax Taylor with and introduction and notes by E.M. Forster, B.A. London: J.M. Dent & Co., 1906. t.e.g. Inscription: "Edward Cyril Fisher, From Father, Nov 1906" WALLACE, Lew. Ben-Hur: A Tale of the Christ. London and Melbourne: Ward, Lock and Co. Limited. WOOLF, Virginia. A Haunted House and Other Short Stories. The Hogarth Press, London, 1944.
© 2018 by kDelta


Estately is at it again, this time for Mother's Day finding out each states most googled "mom related" term.
Mother's Day is this weekend so what "Mom Term" is googled the most in Wyoming? For instance Alaska googles "Mother's Day" the 2016 film the most. North Dakota searches for yoga pants AND Wilma Flintstone (mom on The Flintstones).
So what does Wyoming search for most when it comes to our moms?
Well according to this map...Wyoming searches maternity clothes and Teen Mom Season 3... I had no idea we had so many Teen Mom fans.
Don't forget to take care of Mom this weekend!


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Home » Sport » Carabao Cup rule change confirmed with five subs allowed for Man Utd and Co… but NOT sixth if it goes to extra time
Carabao Cup rule change confirmed with five subs allowed for Man Utd and Co… but NOT sixth if it goes to extra time
01/05/2021 Carabao, CHANGE, confir, Cup, rule
CARABAO CUP semi-final teams will be allowed five substitutions – but not a sixth if the game goes to extra-time.
EFL bosses confirmed the change in regulations when the last four begins as Tottenham take on Brentford on Tuesday night.
Manchester United face neighbours City in the other semi on Wednesday.
Teams will now be able to make five subs across a maximum of THREE opportunities.
Ties will now go to extra-time – rather than straight to penalties as it had been during the earlier stages – where applicable.
But teams will not be granted an additional, sixth sub for the extra half an hour.
The EFL decision will meet the approval of Etihad boss Pep Guardiola.
A league spokesman explained: "The EFL has agreed to increase the number of substitutes permitted to be used in this season's Carabao Cup semi-finals and final.
"Following consultation with the four clubs remaining in the competition, nine substitutes can now be named in the matchday squad.
"Five [are] permitted to take to the pitch during the 90 minutes and extra time if applicable.
"Each team is only permitted a maximum of three opportunities (excluding half-time, full-time and half-time of extra-time) to make substitutions during normal time.
Until this stage, ties had gone straight to penalties after 90 minutes.
Spurs – who eliminated Chelsea – are among the shoot-out winners.
However, the rules had already confirmed that extra-time would be available for the semi-finals and final if needed.
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T = MIC2: Game-changing trends and supply chain's "new normal"
By John J. Coyle and Kusumal Ruamsook | From the Quarter 4 2014 issue
Five technology trends are shaping a future where mobility, integration, complexity, and competition will be the defining characteristics of successful supply chain strategy.
Supply chain managers continue to be challenged by exogenous forces that influence consumer behavior and business practices. To achieve long-term, sustainable success, managers will have to identify potentially "game-changing" forces and analyze their implications. That, in turn, will allow them to proactively respond to the opportunities and threats posed by these external factors.
Based on our research, which was supported by the Center for Supply Chain Research (CSCR) at The Pennsylvania State University's Smeal College of Business, we concluded that technology has become—and will remain for the foreseeable future—the major "game changer" for the global marketplace as well as the impetus for improvement of business practices. While the influence of technology is not new, the underlying trends may be more difficult to discern and therefore merit exploration and discussion.
[Figure 1] The pathway to the "new normal" Enlarge this image
In this article, we point out some of the important dimensions of technological change that will influence supply chains and supply chain management. Our conclusions are based upon a review of the literature, reports from key organizations, and discussions at two events sponsored by CSCR: a Supply Chain Leaders Forum (SCLF) in March 2014 and a research breakout session at a CSCR Corporate Sponsor meeting in April 2014. The two CSCR programs brought together more than 80 academicians and top supply chain professionals from a variety of companies and industries to discuss technology and related trends in supply chain management.
As a result of our research, we identified five game-changing technologies and related emerging trends for supply chains. The five game-changing technologies are mobile communication, deep learning, cloud computing, intelligent robotics, and manufacturing digitization. In investigating these trends, we articulate a "new normal" for characteristics of supply chains, which we call MIC2—Mobility,Integration, Complexity, and Competition—that will shape areas of strategic focus for the foreseeable future. What follows is a discussion of each of these trends and its potential impact in the context of MIC2.
TREND 1: MOBILE COMMUNICATION
Mobile communication technologies (mobile telephones and devices, mobile connectivity standards, mobile platforms, and mobile applications) have advanced remarkably in recent years. The mobile phone system in North America, for example, was primarily analog throughout the 1980s, but is now digitized with 4G standard networks. Mobile phones and devices have advanced with the development of mobile connectivity standards and a variety of different proprietary platforms or operating systems for smartphones, such as Windows Mobile, RIM Blackberry OS, Apple iPhone iOS, and Google's Android. Advanced mobile platforms, in turn, are significantly enhancing mobile applications development. "App stores," which allow users to purchase and download new applications for their devices, have now become quite common. Some familiar names include Google Android Market (now Google Play), Windows Phone Marketplace, Blackberry App World, and Apple App Store.1
Together these developments have completely revolutionized the capabilities of mobile phones and devices. Notable trends in the supply chain context include mobile technologies used in conjunction with bar-code scanning, digital imaging, and real-time mapping and global positioning system (GPS). All of these are designed to capture up-to-date information and extend visibility and control over a wider array of functionalities in supply chains. Trending areas of applications and some examples include:
Outside-the-office data access: access to enterprise applications such as enterprise resource planning (ERP) or transportation management systems (TMS);
Freight and carrier management: obtain freight rate quotes, find and share loads, track shipment status, and receive shipment notifications;
Transportation operations: real-time routing directions and traffic reports, real-time automated route operations, dynamic driver dispatching, and driver hours-of-service calculation;
Asset and inventory management: real-time automated vehicle and equipment locating, and inventory location and accountability for each participant, such as loading-dock workers, delivery drivers, and receivables clerks;
Customer service: order and delivery status visibility, and truck arrival notification;
Paperwork and documentation: scanning and signature capture for proof of delivery, and documentation of damage and usage conditions for warranty claims.
TREND 2: DEEP LEARNING
The technology called "deep learning" has its roots in the artificial neural networks (also known as neural nets) that are patterned to mimic the arrangement of neurons in the brain, and the connections (or synapses) between the neurons. The development of neural nets began in the late 1950s, and the technology has advanced from single-layer, supervised learning to multilayer, unsupervised applications. The improved algorithms, aided by modern computational power, have led to rapid improvements in the speed and accuracy of various applications (for example, speech, text, image, and pattern recognition) now known as "deep learning."2
Deep learning has been put to use extensively, and there are many examples. Using speech recognition, Google Now and Apple's Siri both function as a voice-activated virtual personal assistant, while Microsoft's Speech Recognition allows users to voice-operate Windows and programs. Facial recognition is used in Apple's iPhoto, Google's Picasa, and Facebook's automatic face identification and name tagging of uploaded pictures. Pattern recognition enables Netflix's and Amazon's personalized recommendations, and Facebook's analysis of posts for better ad targeting and news feeds. Text recognition is used in Adobe's optical character recognition function, and computer vision is used in Google's Street View.3 In a supply chain environment, deep learning applications emphasize autonomous learning that has become a "smart computing" aspect of data analytics and software applications, especially in the areas of "big data" mining and pre-screening; self-adapting planning and performance management; and predictive analytics (demand forecasting and risk management).
TREND 3: CLOUD COMPUTING
Metaphoric for clouds' incorporeal and universal nature, cloud computing is a practice of offering access to a shared pool of computing resources (such as servers, storage systems, applications, and networks) over the Internet. The cloud computing market has grown rapidly and is on its way to generating revenues of US $100 billion a year.4 A notable trend in cloud computing is the emergence of service-oriented architecture (SOA) that comes in four broad variations:5
Software-as-a-Service (SaaS) can be described as a software distribution service. Examples of SaaS cloud solutions are customer relationship management (CRM) tools (such as Salesforce.com), workflow management tools (for example NetSuite's SuiteCloud Developer Tools), and electronic data interchange (such as SPSCommerce.net).
Platform-as-a-Service (PaaS) is a platform for the creation of software (as opposed to the delivery of software in SaaS). Examples of PaaS are Google Application Engine, Microsoft Azure Services, and Force.com.
Infrastructure-as-a-Service (IaaS) is a cloud computing infrastructure-resource service for operating systems, storage, servers, networking components, and data-center space. IaaS enables the storing and accessing of data and programs, as well as a range of solutions such as managed servers, managed hosting (website hosting, business application hosting, and cloud media hosting) over the Internet instead of on a computer's hard drive. Examples of IaaS providers are Google Cloud, Rackspace Cloud, and Amazon Web Service.
Business-Process-as-a-Service (BPaaS) is business process outsourcing (BPO) services that are delivered and accessible over the Internet. Common areas of cloud-based BPO services are employee benefits management, business travel procurement, business process management (such as IBM Blueworks Live), and industry-specific processes (for example, Google Adsense for advertising services).
SaaS is the most mature market and the most widely used cloud computing service. It has become an accepted deployment model for many software categories, with CRM leading the global SaaS market.6 In the past few years, interest in SaaS-based supply chain solutions (as opposed to the traditional purchase-and-install format) is growing. Adoption rates are particularly strong in collaborative sourcing and procurement, transportation management systems (TMS), and global trade management (GTM) markets.7
TREND 4: INTELLIGENT ROBOTICS
Industrial robots have been around for over 50 years. However, it is only recently that a new generation of less expensive, more sophisticated, easily trained, artificially intelligent robots has emerged. In the supply chain area, the integration of intelligent robotics into operations is becoming more prominent in manufacturing and warehousing.
In manufacturing, advances in assembly-line robots have enabled new "cooperative working" models and the technique of "guiding and teaching by example." Cooperative working features will change today's manufacturing plants, which are configured with a clear division of labor between humans and robots, to ones that will host humans and robots working side by side, allowing the skills of human workers to be combined with the precision and force that robots can provide. Additionally, "guiding and teaching by example"—rather than the typical inflexible and uneconomic programming—makes it feasible to use intelligent robots for the small-batch assembly that is common in many small and medium-size organizations.8
In warehousing, robotic warehousing has gained traction, accelerated by the order fulfillment challenges of e-commerce. The system of smart machine-to-machine integration in robotic warehousing requires sophisticated robotic engineering, vision and sensing technologies, and advanced software and control systems. Modern warehouse robots possess the mechanical capabilities for movement and mobility that are necessary for navigating around the complex environment of a distribution facility. They are also highly autonomous and are capable of sensing and intelligently adjusting to different products and tasks (such as varying alignments, pallet balance, and mixed-pallet arrangements).9 Perhaps the most talked-about case in point is the giant e-tailer Amazon, which currently has about 1,000 robots working in its fulfillment centers and is on its way to increasing that number to at least 10,000 by the end of 2014.10
As business investment in industrial robotics continues to increase, highly automated, human-controlled factories and distribution facilities will continue to emerge. These new facilities are marked by more complex interactions between humans, machines, and processes—a situation that has already changed the skill requirements in some industries. Factory and warehouse workers will have to be trained to work alongside robots and be empowered to program and guide the machines, shifting them from manual labor to skilled, quasi-manual labor.11
TREND 5: MANUFACTURING DIGITIZATION
The manufacturing of physical products has been advancing in the digital space. Manufacturing digitization—where both the product design and the manufacturing process model (from production layout to step sequencing for a specific product) are carried out digitally—is not a new concept. However, it is the innovation in the additive manufacturing (AM) or industrial three-dimensional (3-D) printing technology that has garnered attention for its revolutionary potential. Even politicians and government officials have high hopes for this technological breakthrough. In his 2013 second-term State of the Union address, U.S. President Obama described 3-D printing as "having the potential to revolutionize the way we make almost everything."12
Initially used most widely in product prototyping, 3-D printing technology is increasingly being adopted for a number of finished products. The technology is being recognized for its numerous advantages: quick turnaround from design to production; cost-effective production of small lots with special-purpose tooling; design flexibility for complex product structures; and ability to enable product customization. Hence, 3-D printing is a particularly advantageous alternative to conventional manufacturing technologies for products that are high in labor cost, increase their value with customization, require complex tooling for new products, and/or are produced in small quantities.
Despite the technology's advantages and promising growth, the high costs of 3-D printing machines, maintenance, and material are inhibiting wider adoption. Machines for 3-D printing and their maintenance costs can range from less than US $1,000 to over $1 million, depending on the process employed. Costs of materials for 3-D printing are also high. Executives at one of the CSCR meetings gave examples of 3-D polymers that can cost 53 to 104 times more than the injection-molding equivalent, and 3-D metal that can be 7 to 15 times more expensive than conventional materials. The price difference is partially due to higher standards of material purity and composition, and to the extra step beyond traditional material processing that is required for 3-D printing. In addition, materials are not standardized, there are multiple competing producers, and demand for 3-D printing materials remains relatively low. Contributing further to the high material prices is the 3-D printer manufacturers' practice of controlling which materials are "certified" for use with their equipment, preventing customers from sourcing materials from the supplier(s) of their choice and creating barriers to entry for third-party material suppliers.
In the near term, participants in the CSCR events view 3-D printing as being advantageous for fit-to-scale prototypes, low-demand parts with long lead times, and inventory management (because digital inventories can be printed on demand locally). They speculate that we will see wider adoption of 3-D printing as the associated technologies improve, machine and material costs decline, and companies better understand where those technologies fit into their supply chain processes.
In the long term, executives believe that 3-D printing technologies could play a key role in open-source collaboration. Until recently, open-source product design has lagged behind open-source software development projects. The latter possess mature, widely used open-sourced design tools and minimal costs for duplication and distribution of the software code. With advances in 3-D printing technologies, more companies are actively exploring open-source collaboration in the physical-product world. In this environment, the digital design or blueprint files for a physical product can be shared within the growing number of "open-source community" companies and individuals. Prototypes can then be rapidly developed using 3-D printers, and any subsequent improvements made to the design can be redistributed.
The "new normal": T = MIC2
The effects of these five technology trends on supply chain management are already in play. Aggregated, they are creating disruptions in established social and commercial relationships within the business world, and they are driving fundamental changes in global supply chains. We connote the "new normal" in supply chains that is being driven by the five game-changing technology trends (T) as MIC2, where M = mobility, I = integration, and C2 = complexity and competition. The pathway to the new normal is depicted in Figure 1. In the following sections, we discuss the impact that the characteristics of mobility, integration, complexity, and competition are likely to have on supply chain decision making in the future.
The new normal of mobility is characterized by the ease with which the means of consumption and supply chain operations can be mobilized geographically and/or functionally. On the consumption end of the spectrum, an innovative blend of mobile communication, social media, and creative e-commerce and m-commerce (mobile commerce) applications has led to the era of anywhere, anytime consumers, sometimes referred to as omnichannel consumers. Omnichannel consumers digitally research, select, and pay for a product, and then take possession of it either in a store (in-store pickup of goods ordered on mobile devices or computers) or at home (home delivery). They demand a seamless and unified shopping experience in which they can move from one channel to another while accessing the same features, information, and service quality from store personnel, online customer service staff, and delivery persons.
Echoing developments in the consumer space, companies in the business-to-business environment are now striving to achieve geographical and/or functional mobility across core supply chain processes through a creative combination of the game-changing technologies discussed earlier. In manufacturing, digital design for a physical product can now be sent to any machine for production anywhere, whether in a factory or to a 3-D printer in the back of a service van. As one executive who attended a CSCR program explained, replacement parts can now be 3-D printed on demand by field personnel, who no longer have to carry complete spare-parts inventories. In transportation, cloud-enabled transportation "control towers," coupled with enablers such as cloud-based TMS solutions, enhance mobility through dynamic shipment routing and scheduling, multimodal transportation-capacity matching, exception management, and so forth. In warehousing and distribution, companies now must develop mobility of processes and resources to perform not only traditional store fulfillment and direct-to-customer shipping for online orders, but also store-to-store transfers and even store fulfillment (in-store pickup) of goods ordered on computers and mobile devices. And, as another executive pointed out, cross-channel, integrated enterprises that can tap into inventory sources—whether from the supplier, the warehouse, a distributor, or the store shelf—to meet anywhere, anytime business-to-consumer (B2C) and business-to-business (B2B) requirements are growing in importance.
Complexity in global supply chains mirrors the increased mobility in consumption and supply chain activities. For a start, cloud computing, intelligent robotics, and manufacturing digitization technologies have made startups easier for small and medium-size firms, and even individual entrepreneurs, eroding much of the scale advantages often enjoyed by large enterprises. As a result, executives at our meetings projected that supply chain complexities will grow as supply chains become more fragmented, with more specialized parties on the playing field.
Adding to the production network complexities are the dramatically changing requirements of omnichannel consumers. These consumers expect more services and products to be personalized, conveniently available at low prices, and delivered in narrower windows (within set hours) via an expanding number of shipping choices, including same-day, next-day, expedited, premium, and many other configurations. Together, these expectations raise the level of complexity in various aspects of supply chains.
With the growth in e-commerce and m-commerce, companies now must re-examine their supply chain processes and strategies in order to create a unified experience for consumers across channels. They must do this while optimizing the costs associated with an increase in the number of stock-keeping units (SKUs) due to larger product assortments and an expanding number of delivery-service offerings designed to meet individual consumers' fulfillment preferences. There is a consensus among supply chain executives in our program that a deep understanding of consumers, realigned store operations, fulfillment excellence, and integrated information technology (IT) systems are keys to success. Nevertheless, they concede that the complexities driven by omnichannel commerce remain significant. Currently, information sharing is not yet timely across channels, and companies across industries are still experimenting with supply chain network and process design to manage omnichannel commerce.
For anywhere-anytime consumers, value is not just about personalization, it is also about shared beliefs and experiences. This is particularly important to younger consumers who value shared knowledge and experiences and are concerned about ethical and responsible business practices. These consumers increasingly rely on the advice of family, friends, colleagues, and third-party specialists who evaluate and rate products and services. At the same time, they are becoming increasingly critical and vocal through social media sites about their disappointments (for example, poor service or unavailability of products) and against companies that are perceived to be socially irresponsible. As the executives in the CSCR programs emphasized, complexities increase because negative information now travels faster, and therefore companies need to develop "social listening" capability. This capability is imperative not only to detect and prevent any potentially damaging publicity but also to develop a deeper understanding of omnichannel consumer shopping and buying behavior, as well as to gauge demand signals or changes in consumer preferences that can affect product, pricing, and supply chain strategies.
With the new normal of mobility and complexity comes a new basis of competition, in which "big data" (defined as large pools of data that can be captured, communicated, aggregated, stored, and analyzed) holds unforeseen power and impact. Executives in our sessions concurred that **bold italic{data-driven strategies} are becoming an essential ingredient of competitive strategies. To capitalize on this potential new source of competitive advantage, successful data-driven strategies leverage big data by exploiting a combination of mobile communication and social media; increased data access facilitated by the cloud; and smarter analytics aided by deep learning.
Investments in analytic capabilities that are designed to cultivate data-driven competitive advantages are growing. In this respect, the executives described a host of possible analytic applications of varying breadth and depth. In terms of depth, these can range from relatively basic descriptive analytics (connect with reality, a "single source of the truth"), to predictive analytics (understand the most likely future scenario and its business implications), prescriptive analytics (recommend the best alternative), and cognitive analytics (highly automated optimization solutions that get "smarter" over time). As for the breadth of applications, the analytics employed can range from single or multiple functions within the enterprise to the connection of trading partners in single or multiple functions (make, source, and deliver). However, executives cautioned that having the right talent on staff, particularly data-savvy managers and analysts, is also important in developing data-driven competitive strategies to their fullest potential.
The game-changing technologies discussed in this article bring forth markedly different ways companies can better integrate and enhance collaboration with customers, supply chain partners, and employees. Technology-driven changes in this respect predominantly evolve in three distinctive contexts, including machine-to-machine integration, cross-channel integration, and social integration.
Machines, which previously operated largely as separate assets, have undergone a transformation such that they have become more integrated parts of certain business processes. Machine-to-machine (M2M) integration (also known as the "Internet of Things" [IoT]), is becoming more common in supply chain management. M2M integration enables networked devices (such as surveillance cameras, in-vehicle systems, smart meters, and tracking devices) to exchange information without the manual assistance of humans. Here, sensor devices—for example, radio frequency identification (RFID) and wireless sensor-networking technologies—capture an event (such as inventory level or truck location) and relay the information through a wireless, wired, or hybrid communication network. "Smart" middleware then translates the captured event into meaningful information; for instance, that items need restocking or trucks need rerouting.
Smart M2M has now become an important aspect of both automated manufacturing systems and automated warehouse management. Other common applications include offsite diagnostics and maintenance, fleet management, and remote and/or condition-based monitoring. One example the executives discussed is the use of M2M to enable vehicle and cargo-container tracking, including monitoring driving speeds, fuel consumption, temperature and humidity, and delivery progress. They also mentioned remote shelf monitoring as an example of M2M in a retail setting, and noted its advantages of providing real-time visibility into their inventory and enabling efficient automatic replenishments.
In the increasingly complex omnichannel commerce environment, cross-channel integration requires both intra-organizational and inter-organizational reconfigurations. Intra-organizationally, as speed of information becomes a key capability, the IT department is becoming a front-line resource that must be integrated with all aspects of business functions. Store operations need to be realigned to perform the dual functions of both retail store and warehouse in order to optimize service quality and fulfillment cost. With their roles becoming more strategically elevated within organizations, supply chain functions like merchandising, distribution, and logistics must be integrated with critical enablers such as IT and store operations. Meanwhile, inter-organizational integration with logistics service providers grows in importance, particularly given the rise of specialist logistics companies that focus on e-commerce or multichannel fulfillment. These specialists have built into their distribution centers more types of material handling equipment and value-added capabilities (for instance, packaging, kitting, and final assembly) that handle the typically small and highly variable e-commerce and m-commerce orders.
Another element of the integration new normal is social integration, which encompasses social brand and social business aspects. According to executives who attended the CSCR meetings, social brand integration requires companies to use social media as part of their marketing strategy, while social business integration requires the integration of IT systems, processes, and planning with social media. They observed that companies are exploring and experimenting with various enterprise social technologies, which differ from consumer-grade tools like Facebook and Twitter. These business-grade tools are available from leading vendors and include such products as Cisco Systems' Quad, IBM's Connections, Microsoft's SharePoint Workspace, Oracle's WebCenter, SAP's StreamWork, and Yammer Inc.'s Yammer.
With advances in functionality and designs that are more integrated with existing business processes, applications, and data, enterprise social technologies are shaping the environment in which companies promote collaboration and knowledge sharing among their employees as well as with customers and supply chain partners. Some of the features the executives discussed include: wikis used for knowledge sharing; shared "whiteboards" used for managing projects; employee social networks used to provide access to information and specialized expertise across business units; and social communities used to engage customers and derive insights about their preferences and to experiment with new offerings.
An important force for change
Over the course of the last several decades, exogenous factors have shaped and developed the supply chains of many companies as well as their approach to achieving efficiency and effectiveness. Deregulation of transportation was a disruptive force during the 1980s that transformed not only the transportation service providers but also the scale and competitiveness of many of their customers. In the 1990s the emergence of large-scale, economically powerful retailers changed the dynamics in many supply chains. These retailers demanded and received more customized service from suppliers and manufacturers in order to improve their own efficiency and be able to offer lower consumer prices. The 2000s brought increased globalization, a major force that changed industry dynamics and competitive landscapes on a worldwide basis. In this environment, supply chain management emerged as a critical ingredient of the financial success of many companies.
Now, in the 2010s and for the foreseeable future, technology has become the most important force for organizational change. In this paper, we identified and described five game-changing technology trends that we believe will transform supply chains. These technology trends are creating a global supply chain of the future that will operate in an economic arena of highly mobilized production and consumption, and will allow small but global players to be more competitive. Success in this new, more complex landscape will require an emphasis on unified, cross-channel services and on the leveraging of data-driven insights through investment in analytic tools and knowledgeable people as the foundation for integration and competitive advantages.
We have tried to point out some of the important dimensions of technological change, but we have merely scratched the surface. The best and worst is yet to come—so be vigilant. Our best advice: "Look out" to identify disruptive exogenous forces, "look around" to gauge the competitive climate, and "look in" to assess your resources and capabilities.
1. SwitchPay, "The History of Mobile Technology in Business" (infographic) 2013.
2. Robert D. Hof, "10 Breakthrough Technologies 2013: Deep Learning," MIT Technology Review, April 23, 2013.
3. Colin Lewis, "The Economic Impact of the Robotic Revolution," Robohub, February 19, 2014.
4. Eric Griffith, "What Is Cloud Computing?" PC Magazine, March 13, 2013.
5. Louis Columbus, "Forecasting Public Cloud Adoption in the Enterprise," Forbes.com, July 2, 2012; Griffith, "What Is Cloud Computing?"
6. Louis Columbus, "Gartner Predicts CRM Will Be a $36B Market by 2017," Forbes.com, June 18, 2013.
7. Bridget McCrea, "Supply Chain Technology: 2014 State of TMS—Cost Reductions and ROI Continue to Soar," Logistics Management, February 2014.
8. International Electrotechnical Commission (IEC), "Robots: Reshaping Manufacturing," E-tech, January/February 2013.
9. David Cardinal, "Warehouse Robots Come of Age," Extreme Tech, March 28, 2012.
10. Katie Lobosco, "Army of Robots to Invade Amazon Warehouses," CNN Money, May 22, 2014.
11. Rodney Brooks, "Robots at Work: Toward a Smarter Factory," The Futurist 47, no. 3 (2013).
12. Doug Gross, "Obama's Speech Highlights Rise of 3-D Printing," CNN.com, February 13, 2013.
John J. Coyle is Professor Emeritus of Logistics and Supply Chain Management at Smeal College of Business, Pennsylvania State University. Kusumal Ruamsook is a research associate at The Center for Supply Chain Research, and instructor in supply chain management at the Smeal College of Business, at The Pennsylvania State University.
jjc1 at psu.edu
Kusumal at psu.edu
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