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For a long time, Amazon has been looking into applications for self-driving vehicles — and testing fleets of self-flying drones for making package deliveries. So it only makes sense that the Seattle-based online retailing giant would meld those vehicles for a warehouse-to-doorstep delivery system virtually untouched by human hands.
In a patent published today, Amazon inventors Hilliard Bruce Siegel and Ethan Evans describe a system that has autonomous ground vehicles transport packages to a customer’s neighborhood — perhaps even the street in front of the customer’s door — and coordinate the doorstep delivery with a drone.
Both types of robo-carriers would be in contact wirelessly with a central computer network that would manage the operation. The ground vehicle could be directed to head over to a fulfillment center, pick up shipments and plot a course for deliveries. Drones could flit back and forth to drop off packages and charge up at the vehicle.
Various diagrams show how the drones could pick up packages from a vehicle in the street, then fly over to drop off deliveries on doorsteps, designated drop zones and upper-floor balconies. Some diagrams show big delivery truck as the base of operations, while other show a smaller delivery robot like the ones that are being tested north of Seattle.
The drones could be owned or operated by an entity that’s distinct from the ground-vehicle service — for example, by the managers of the apartment building that’s being serviced. You could have different companies put in charge of deliveries in different neighborhoods. The important thing is that everything’s coordinated through a central network.
Such a combination system would solve several challenges: For example, the battery-powered drones wouldn’t have to use as much juice as they would if they were flying directly from a fulfillment center to make a delivery. There’d be less noise, and less need to fly over other people’s property.
For ground vehicles, the system not only bridges the “last mile” of a delivery route — it addresses the last 100 feet. Siegel and Evans, who are veterans in the patent business, say that’s becoming increasingly important.
“Over time, an increasing frequency and volume of deliveries of items from e-commerce and mail-order companies has resulted in an increased need for faster and more efficient delivery methods,” they write.
There’s one more twist to the application: It cites a GeekWire story about Google’s patent for using drones to pick up shipments and fly them to a mobile dropbox.
The application was filed back in 2016, and there’s no guarantee that Amazon will develop an all-autonomous delivery system like the one described. But the description does provide an indication of what Amazon has been thinking about as it builds out its own end-to-end delivery system.
For what it’s worth, Amazon has been investing what’s thought to be hundreds of millions of dollars with transportation startups such as Rivian and Aurora. Amazon plans to buy 100,000 all-electric Rivian vans for its delivery fleet. And recentlypublished patent applications indicate that both Rivian and Aurora are putting a lot of effort into making their vehicles autonomous, even under challenging conditions.
The big question is, what took so long for someone to get the patent for this idea? We’ve reached out to Amazon for comment, and will update this item with anything substantial we hear.
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Chipman Relocation & Logistics, a full-service moving,
storage and logistics company, is pleased to announce the
acquisition of Olsen & Fielding Moving Services in
Olsen & Fielding provided professional moving solutions to
residential and corporate customers, as well as the U.S.
Department of Defense (DoD). Founded in 1952 under the
name National Transfer and Storage, the company
rebranded as Olsen & Fielding Moving Services in 1988.
“During that time, Olsen & Fielding continued to set
themselves apart from other companies with each customer-
centric relocation they performed,” says Justin Chipman,
President and Chairman of the Board at Chipman Relocation
“Like Chipman, Olsen and Fielding has a rich history,” he
adds. “Culturally, it’s a synergistic fit for both companies, as
we share common core values and a deep-rooted understanding of operating as a growth-oriented family-
owned business.” The Chipman family looks forward to welcoming the talented members of Olsen & Fielding into
Olsen & Fielding will be under the management of industry veteran Edward Melton. Edward will blend the Olsen & Fielding team into his existing 25 person team in the Natomas area of Sacramento. The combined companies will give Chipman 145,000 sq ft of warehousing in Sacramento and daily capacity of over 50 crews.
Chipman Relocation & Logistics began in 1939 when Arthur &
Dorothy Chipman started Chipman Moving & Storage in
Vallejo, California. A multi-generational family business, the
company has continued to expand through the years. Today,
Chipman operates multiple locations throughout the West
Coast, and is a shareholder agent of Unigroup, Inc., the
largest household goods transportation company in North
The acquisition of Olsen and Fielding will provide Chipman
with wide access to one of the most recognizable names in
moving–Mayflower Transit–in the Sacramento
market. Chipman says the acquisition will also allow
Chipman Relocation & Logistics to better serve agent partners
and clients with additional capacity, warehouse space, and
customer facing resources.
“Together, we will make an impact by having a stronger team
with increased capacity, while maintaining the singular goal
of providing our collective customers with a remarkable
experience every step of the way—everyday,” says Justin
The Sacramento Metro market is the HOTTEST hospitality market in California.
Chipman Relocations and Logistics/ Sacramento run by industry veteran Ed Melton (916-563-7472, firstname.lastname@example.org) has taken his team to entirely different level.
- Freight Management
- Warehouse management – on demand
- Model room installation
- Room in a box experts
- 24/7 Deliveries
- Headboard Installation experts
- Art Work installation
- Fixture and lighting installation
- Project management
- Space planning
- Carpet storage
- Attic stock inventory management
- White glove service / 24/7
Making a decision to move your office space or home gives you anxious moments because it is time for you to decide what must stay and what must go. You will also need to consider the services of packaging companies or relocation companies who specialize in relocation services. It requires time to research and speak to […]
by Taylor Myers
Policy and Research Analysis
On January 10, 2018, Governor Brown released his final budget proposal, a $131.7 billion spending plan for the next fiscal year. The proposal earmarks $18.5 billion in General Fund appropriations for higher education. Following its release, California Competes published an initial analysis of the new budget which highlighted an expansion of investments in full-time student success and innovations targeted at the millions of workers who lack a college credential. While there are many reasons to be optimistic about the proposal, as a policy blueprint, it fails to address several critical issues for improving student access and success across the state:
1. Investing in college completion is critical to promote degree attainment and close the degree gap.
California needs 2.4 million more credentials and degrees by 2025 to remain economically competitive and closing this gap requires every segment to significantly increase degree attainment. The state has historically been inconsistent with imposing enrollment goals on CSU and UC, and has never imposed a strict completion or attainment goal on the segments. This year is no different—the Governor’s budget does not include any enrollment growth or completion rate expectations for either the UC or CSU.
2. Strong policies to support on-time completion and transfer should support the cost of non-tuition expenses while students attend full-time.
Research suggests that full time students who work between five and ten hours per week are less likely to see their academic performance impaired by their jobs than students who work more than 20 hours per week. However, many students need to work longer hours to cover living expenses. Incentive programs that seek to increase full-time attendance, like the proposed consolidated grant for full-time Community College students, should consider the difficult decisions students face when deciding between academics and work. The California College Promise may address this challenge for students who are eligible for regional college promise programs; regions may use their local programs to support students for a second year of full-time attendance, or to cover non-tuition costs. For students who do not qualify for the California College Promise, or who are not additionally covered by a regional college promise program, a solution has yet to be offered.
3. California’s competitive economy depends on increasing degree attainment, which can’t happen without statewide cross-segmental coordination and aligned data practices.
This spending plan doesn’t address the need for statewide, cross-segmental coordination of higher education systems. Several legislative attempts to create one have been introduced, including the current measure AB 1936, authored by Assembly Members Low and Eggman. Over the last several months, policymakers have shown interest in revisiting the Master Plan for Higher Education and in considering more aligned goals for the state’s public higher education segments. But despite demonstrated enthusiasm from policymakers, the budget does not address the need for statewide coordination.
Nor does it include any impactful provisions for data collection and sharing – it leaves institutions to continue to serve as gatekeepers and stewards of information on student and programmatic outcomes. Currently, state policymakers and researchers have no way of efficiently and robustly evaluating the impacts of the state’s higher education investments. California desperately needs a statewide longitudinal data system to evaluate the impacts of the myriad of programs receiving funds from the state.
As they continue to refine the state’s 2018-2019 higher education budget, policymakers should consider the efficacy of the policy changes proposed in the current budget in the absence of the critical components discussed above. Addressing the needs of California’s diverse student population and ensuring equity in educational attainment and economic opportunities requires significant investment from the state in meaningful segmental or institutional goals, stronger higher education finance policies, intentional cross-segmental coordination, and a robust longitudinal student data system.
When most people think about hunger, they think of a starving child in a third-world country. Or perhaps they think of a long line of homeless people waiting outside an inner-city soup kitchen.
The truth is: hunger is a HUGE problem everywhere in the United States, but it’s not always easy to see. In a country known for its wealth and prosperity, 42 million Americans struggle to find their next meal.
The face of hunger has changed. No longer is it just the homeless man on the street reaching out for a helping hand, but every day millions of people are struggling to feed their families. No one is a stranger to the economic hardships of today.
Hunger is all around us. Hunger is not limited to a single demographic or geographic region of the country. It is not a problem only affecting the homeless or the poorest of the poor. Hunger is everywhere, and the numbers are staggering.
As the economy continues to put a strain on our wallets, people are being forced to make extremely difficult decisions. What does hunger look like, you might ask?
- It is your father-in-law who just got laid off and now struggles to pay his mortgage and put food on the table.
- It is your elderly neighbor who must choose between buying groceries and heating her home.
- It is your child’s classmate who goes to school each day without lunch and is too embarrassed to ask for help.
Adults who suffer from hunger live shorter, less healthy, and less happy lives. They are more likely to be obese, more prone to mental illness, and more susceptible to deadly diseases. Hunger is terrible for adults, but it’s so much worse for children.
Hunger and malnourishment go hand-in-hand, and kids who miss out on essential nutrients during their critical years of growth will be dramatically disadvantaged for the remainder of their lives. 1 in 6 American children go to bed hungry each night.
According to the Food Research and Action Center, hungry children have compromised immune systems and are two to four times as likely as nourished children to develop health problems—ranging from the relatively minor to potentially fatal. Childhood hunger also impairs cognitive development. Kids who don’t have enough to eat do worse academically, do worse socially, and risk becoming so impacted—even by only temporary food insecurity—that recovery becomes impossible.
Most people tend to think about hunger during the holiday season. We see a ton of food drives occur right around Thanksgiving. But what happens during the rest of the year? Food insecurity is a year-round issue affecting millions of families and individuals across the country.
The summer months are the most difficult time for our nation’s food banks. During the school year, hungry children get the majority of their daily calories from free or reduced price school lunches. When school is out of session, those calories must come from somewhere else. There are summer meal programs, but over 13 million children face a greater risk of hunger during the summer because those programs are difficult to access and underfunded.
Thankfully, the summer is also the busiest season for the moving industry, so Move For Hunger has a great opportunity to fill the shelves of our communities’ food banks. Move For Hunger works to rescue food from people’s homes that would otherwise be thrown away and get it to local food banks where it’s needed.
Want to make a difference?
Click here to Get Involved in our fight against hunger.
Share an infographic from our Visualize Hunger collection on Facebook, Twitter, and Instagram.
If there’s one well-known distinction separating Millennials from previous generations, it’s that they don’t live to work – they work to live. Priorities have shifted, so at the end of the day, it might not be the paycheck that matters most but rather the culture and a better work-life balance that keeps them loyal to a company. As more Millennials and Gen Z enter the workforce, the offices of the past are evolving into a more relaxed, open-minded, and hands-on environment that better suits the personality of newer generations. They’re driving office design trends that are bringing the workplace fully into the 21st century.
1. THEY’RE KNOCKING DOWN THE WALLS
Millennials prefer a collaborative, social environment, so the days of cubicles are over… long over. In its place has arrived the open floor plan concept. No more walls. No more dividers. No more disconnect betw
een employees. Simply a group of desks grouped together. An open floor plan encourages communication, building strong team connections and fostering camaraderie between employees. And the best part about this from a business perspective? Frequent interactions and collaborations can lead to innovative ideas and developments that benefit the company in its entirety.
2. THEY’RE DECORATING WITH PIZAZZ
Beige walls. Beige carpet. Beige desks – a.k.a. boring, boring, and boring. Modern, comfortable, eclectic – those sound better, don’t they? Yes? Then let’s kick the drab shades to the curb and breathe life into the space where people spend more than eight hours a day. Influenced by Millennials’ desire for an appealing workspace, offices are getting a makeover from floor to ceiling. It’s time for businesses to decorate with pizazz whether they’re drawing influence from the company’s values or inspiration from employees’ personalities. When your office is a medley of vibrant and engaging hues, it increases employee productiveness, so a splash of color really can make all the difference.
3. THEY’RE REPLACING THE OLD TECH WITH THE NEW
Born into the new era of technology between 1977 and ’95, Millennials are the definition of “tech savvy,” so they’re expecting a technologically up-to-date office space. Gone are the clunky desktops and miles of wires commandeering desk space, and in its place are sleek laptops and tablets. These devices can be easily transported from one side of the office to the other (Can you do that with a PC? I think not.), and all the information an employee needs is always right at their fingertips. Using the latest technology also streamlines and automates what were once time-consuming tasks, allowing employees to be more efficient and productive!
4. THEY’RE CREATING A VARIETY OF SPACES
Variety is the spice of life, and Millennials agree – especially in the workplace. Creating a variety of work spaces inspires a more engaging environment. Consider a large conference space with modern tables and chairs for important meetings. A collaborative room with a standup table and monitors for internal discussions. A small, sunlit area with large windows and a cozy couch for an employee seeking peace and quiet. When presented with numerous rooms and areas, employees can find the space that helps them be the most productive for the task at hand.
5. THEY’RE MAKING WORK FUN
The last and certainly the most important office space trend influenced by Millennials is quite simple: make the workplace fun! Remember, Millennials place a lot of emphasis on a company’s culture – will they be expected to work around the clock, or does the company believe in a work/play balance? Whether you put a pool table in the lunch room, place a ping pong table in a spare room, or hang up a hammock in a quiet room, providing engaging activities around the office will help your employees rest and reset their busy brains. After their break is over, they’ll feel mentally refreshed and ready to tackle what the rest of the day has to offer. Who says you can’t live a little at work?