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1、Supply Chain Logistics&Advanced ManufacturingExpert guidance and strategies to enhance your innovation journey.2024 Report 23Table of ContentsPage4 Page 5 Page 6 Page 9 Page 11 Page 15 Page 20 Page 23 Page 24 Page 28 Page 30 Page 34 Page 42 Page 49 Page 50 Page 53 Page 54 Page 551.Introduction 2.For

2、eword 3.Office Highlights 4.A Message From Silicon Valley 5.Northwest Arkansas 6.Arizona 7.Cedar Park 8.Market Trends 9.State of Supply Chain 10.Meet the Portfolio 11.Generative AI 12.Advanced Manufacturing 13.Retail&Logistics 14.Product 15.Open Innovation Services 16.Moving Forward 17.Marquee Event

3、s 2025 18.Portfolio in the News Thank YouThank you to our partners for driving innovation across Plug and Plays tailored ecosystems.From retail and consumer packaged goods(CPG)to advanced manufacturing,we will continue to develop these Centers of Excellence,unlocking new networks of partners and ent

4、repreneurs and strengthening us as an end-to-end supply chain organization.Retail,CPG,Heavy DutyNORTHWEST ARKANSASAdvanced Manufacturing,Aerospace,Semiconductor ARIZONACEDAR PARK,TXAdvanced Manufacturing,Aerospace,Defense End-to-end Supply ChainHQ SILICON VALLEYInvestments80+Founded2017Startups Acce

5、lerated300+4Fortune 50 RetailerFortune 250 CPGSaeed AmidiFounder&CEO Plug and Play5ForewordSince 2017,Supply Chain has been one of the fastest-growing verticals in Plug and Play.Besides AI,almost every corporate leader I speak with mentions Supply Chain as one of their priorities.Last year,we double

6、d down on the Supply Chain program by adding Advanced Manufacturing to the vertical and have quickly seen the momentum grow as global supply chains are revamped.With our Supply Chain Fund,we have made several forward-looking investments that Im excited to see join our Unicorn club in the coming year

7、s.Im extremely proud of the teams work thus far,and I cannot wait to see what they achieve in the future.Congratulations on an incredible 2024 and even more reasons to celebrate in 2025!Office HighlightsTucsonThere are several factors that we consider when we conduct due diligence on new office loca

8、tions.Strong universities,research institutes,incubators,and community organizations provide valuable pools of entrepreneurs,IP,and investment opportunities and are the foundation of great tech ecosystems.Public sector champions,whether at the local or state level,are an immense resource to help us

9、navigate the various stakeholders and connect us to the corporate ecosystem.Finally,corporate engagement is integral to successful operations.Whether joining as a formal partner or advisor to our accelerator program,we ensure that every company can benefit from future Plug and Play activities.Greate

10、r PhoenixIdentifying Networks of Success7ArizonaDallas and Surrounding AreasShermanLubbock San Antonio8TexasAustin and Surrounding Areas9A Message From Silicon Valley2024 has been a transformative year for our Silicon Valley HQ.Weve expanded our team,strengthened our partner network,entered new mark

11、ets,and enhanced our advisor network and portfolio support advancements that position us to drive greater value across our entire ecosystem.We continue to work towards our goal of becoming a fully integrated supply chain partner capable of supporting every point of a products supply chain across eve

12、ry industry.From sourcing,production,manufacturing,and robotics to logistics,labor,and last-mile delivery,our Supply Chain team is committed to expanding our expertise and services to become the essential multi-tool for corporations and startups alike.Achieving this goal requires a robust network of

13、 offices,partners,and staff that can support innovation at every level.Our newest office expansions at Cedar Park,Texas,and Arizona have unlocked new ecosystems of startups and corporations eager to showcase their entrepreneurial talent and collaborate with like-minded innovators.We will continue to

14、 work alongside our partners and portfolio to identify and assess opportunities to expand into new locations,markets,and industries and create networks that strengthen our capabilities.Frederik Bohn Senior Director Silicon Valley&PhoenixHarvey Williams Partner Silicon Valley&Cedar ParkCo-written by:

15、Saeed Amidi,CEO&Founder of Plug and Play(left)and Keyvan Esfarjani,Chief Global Operations Officer at Intel(right)10A Message From Silicon ValleyOur Silicon Valley HQ is the engine for our innovation efforts,where we continuously advance products and services to better serve our partners and startup

16、s.This year,we expanded our team,enhanced our service offerings,and elevated our portfolio support to make the Plug and Play Supply Chain,Logistics,and Advanced Manufacturing ecosystem more valuable to every stakeholder.We also provide a landing pad for partners and portfolio companies looking to ac

17、cess the network of venture capital,technology,and industry experts in Silicon Valley.We will continue to create unique opportunities for growth and collaboration for our network.This year,we celebrated our 15th accelerator batch,marking a milestone as one of Plug and Plays longest-running programs.

18、Since 2017,we have now graduated over 300 startups across our accelerator batches,including industry leaders likePlatform Science,AVRL,and Agility Robotics.In 2024,we also recorded a record number of pilot projects and implementations and are on track to deploy the$25.5M Supply Chain Fund I.Early su

19、ccesses include GenLogs,Learn To Win,and Wilya.As we continue our journey to become the first call for entrepreneurs and innovation leaders,we want to thank our partners for their trust and collaboration.Together,with the combined strengths of Silicon Valley,Arizona,Cedar Park,and Bentonville,we are

20、 shaping the future of resilient,end-to-end supply chains that deliver meaningful value across industries and geographies.Mohan Ram Akella,SVP,Walmart US Omni-Channel Supply Chain Strategy and TransformationBobby Katoli,Co-Founder&CEO,Ceres TechnologyNorthwest Arkansas2024 has been a phenomenal year

21、 for our Bentonville,Arkansas,team!As we entered our sixth year of operations and my third year as Director,we continued our efforts in supply chain innovation,exploring new opportunities for improvement.Strengthening Partnerships with White Glove Service Our team takes immense pride in delivering i

22、mpactful,high-touch services to our partners,and we believe its what has been the bedrock of our success.While“supply chain”can often be a broad term,we have found a niche with our partners,who are predominately focused on the Consumer Packaged Goods(CPG)and retail sectors.This has helped hone our t

23、eams expertise and attention to detail,allowing us to build and maintain strong relationships with industry leaders who continue to trust our capabilities to push beyond the status quo.Our teams dedication to going above and beyond has kept clients like ArcBest,Walmart,and Georgia Pacific with us fo

24、r over five years,and were excited to continue working closely with these and other incredible partners.Collaborating with the Best:University of Arkansas Our office continues to maintain ties to the broader Arkansas ecosystem,including an ongoing collaboration with the University of Arkansas Supply

25、 Chain Management Research Center,one of the nations top Supply Chain programs.In April,we co-hosted the annual Supply Chain Expo in Bentonville.With over 300 attendees,our 2024 Expo featured eight startup pitches and keynotes from John Phillips,SVP of Customer Supply Chain at Pepsi,and Prathibha Ra

26、jashekhar,SVP of Automation and Innovation at Walmart.Other notable highlights include hosting a Walmart supply chain panel and our very first“Hot Ones”challenge!Matt Waller,former Dean of Supply Chain at the University of Arkansas,Sean Fortener from Crowley,and Dave Warrick,formerly of Microsoft,va

27、liantly answered questions while eating increasingly spicy chicken wings.Finally,we presented ArcBests Chief Innovation Officer,Michael Newcity,with the prestigious Matt Waller Innovation Award.It is safe to say this was our best Expo to date in Bentonville,and I cant wait to see you all next year!O

28、ur first“Hot Ones”panel,featuring Matt Waller(left),Sean Fortener(center),Dave Warrick(right).12Northwest ArkansasJosh Saffran Director Northwest ArkansasWritten by:Walmart Innovation Day:Setting a New Standard Speaking of Walmart Innovation Day,we were thrilled when asked to support this event last

29、 summer at the Walmart Innovation Lab.Over 15 startups showcased groundbreaking technologies,with key figures like John Furner(CEO,Walmart U.S.)and his leadership team in attendance.Building on this success,we launched a two-day Innovation Expo in October,featuring keynotes from Walmart(SVP,Transfor

30、mation&Innovation),Maersk(Global Head of Innovation),ArcBest(Chief Innovation Officer),and Sams Club(Chief Product Officer).We welcomed over 400 associates and executives from Walmart,the Walmart supplier network,and the Plug and Play ecosystem.Were excited to see the many pilots and implementations

31、 that come from this and have already started planning Walmart Innovation Day 2025.Summer in Silicon Valley As summer arrived,we turned our focus,as always,to the June Summit in Silicon Valley.We were proud to host an Arkansas pavilion alongside the Bentonville Chamber of Commerce and Northwest Arka

32、nsas Council for the first time.With 3,000 attendees,it was a great way to network with Plug and Plays growing ecosystem and showcase why Northwest Arkansas is the place to be for business.The event was capped off by recognizing our Walmart champions on stage for all the impressive work they had don

33、e on their inaugural Innovation Day.Throwing these custom events is no easy feat,and Harry Oliver and Alaina Pattillo deserve a huge shout-out for helping make that event a massive success!“The ecosystem that Plug and Play has built in Northwest Arkansas continues to really drive innovation.Every ti

34、me I make the trip to Bentonville,I learn new things,meet new people working on incredible solutions,and see how supply chain innovation is actively being deployedin the CPG&Retail ecosystem with the biggest Retailer in the world.Plug and Play is enabling the next wave of Supply Chain evolution,and

35、you can see the magic happening.”Dave Warrick Former GM Supply Chain at MicrosoftJosh Saffran(left)and Kevin Kowalski,Senior Director,Emerging Technology-Stores Innovation&Automation at Walmart(right)13Northwest ArkansasC-Suite Engagement:A Personal Highlight One of my personal highlights this year

36、was our high-level engagements with C-suite executives from two of our CPG partners.We welcomed the Colgate-Palmolive CIO David Foster for an impactful session that included an AI trend presentation and custom dealflow event with four outstanding startups.This was followed by a visit from Paul Galla

37、gher,Chief Supply Chain Officer at General Mills,and his team at our Silicon Valley HQ,whose visit was so successful that we have done this two more times with them this year!Leveraging Plug and Play as a bridge to the broader Silicon Valley ecosystem is a service I highly recommend our partners tak

38、e advantage of.Welcoming New Partners and Talent This year,we also welcomed Daimler Truck North America and Cummins to our growing ecosystem of Northwest Arkansas partners and are excited to support their supply chain innovation journey.Adam Jones deserves major credit for his leadership as we bring

39、 in new partners.From left to right,Josh Saffran,Santos Cerda Jr,Padmini Pagadala,Cheyenne StoneOnward to 2025!2024 was an incredible year,but theres still so much more to achieve.As we close out this year and look ahead to 2025,were committed to continuing to push the boundaries of supply chain inn

40、ovation.14Northwest ArkansasWe also welcomed Prajwal Deshkar as our new Venture Analyst to support our growth.Joining us from Silicon Valley,Prajwal is taking charge of strengthening our investment in regional founders,and were excited to see what well accomplish together.14ArizonaInnovation in the

41、Grand Canyon State Since our launch in Arizona,weve rapidly built momentum as a hub for innovation,driving forward both Advanced Manufacturing and Sustainability initiatives in one of the countrys fastest-growing regions.2024 marked a significant milestone for us as we celebrated our first anniversa

42、ry,grew our team,expanded focus areas,and launched exciting new pilot projects.After a year of working closely with local partners,our team launched a series of Innovation Days covering topics such as microelectronics,AI,quantum,and aerospace electrification.While each is unique,these events continu

43、e to bring together industry leaders,startups,and thought leaders to help foster fresh insights,drive meaningful connections,and create real-world solutions for participants.For example,our Intel Innovation Day,held in conjunction with the Intel Vision conference on April 9,attracted over 120 attend

44、ees and 14 startups.The event focused on areas such as digital twins,robotics and automation,and industrial supply chains.Over 20 corporations joined the event,with ASU and Intel taking the stage to explore how AI is reshaping higher education.Our engagement with Arizonas innovation leaders continue

45、d with ASUs Supply Chain Executive Consortium.Our advisor and industry expert,Tom Maher(former SVP of Service Parts at Dell Technologies),invited us to discuss trends in robotics and AIs impact on supply chains.Together with Arkestros Founder&Chief Strategy Officer,Edmund Zagorin,we shared how advan

46、cements in predictive procurement can drive efficiency and resilience in supply chains.This event again attracted key industry players like Dell,Lucid,Microsoft,and DHL,reinforcing Arizonas commitment to innovative supply chain solutions.Pat Gelsinger,CEO of Intel(left),and Michael Crow,President of

47、 Arizona State University(right)16ArizonaInnovation Days that Fuel MomentumFrederik Bohn Senior Director Silicon Valley&PhoenixWritten by:Our partnerships with Raytheon and Honeywell Aerospace have also led us to explore the cutting edge of quantum technology.In June,we collaborated on Quantum Innov

48、ation Day,an event attended by over 180 experts and industry leaders(an impressive feat during the hot Arizona summer).This day included startup pitches,a panel with academic thought leaders,and 13 targeted deal flow sessions that have evolved into multiple pilot discussions.By bringing advanced tec

49、hnology interests to the forefront,Raytheon and Honeywell Aerospace continue to underscore their commitment to growing the defense ecosystem in Arizona.Taking the Show on The Road Outside of our regular programming,we hosted a selection of mixers and workshops for Arizona stakeholders,including at t

50、he Waste Management Phoenix Open and North American Supply Chain Executive Summit.We also brought delegations of Arizona entrepreneurs to Silicon Valley for our Summits and networking brunch at The Battery in San Francisco to kick off SF Tech Week.Innovation in the Grand Canyon State17Arizona“Were g

51、rateful to all of our corporate partners,Saeed Amidi,and the entire Plug and Play team,for their continued work to advance Arizonas innovation ecosystem.”Sandra Watson President&CEO,Arizona Commerce Authority“Arizona has welcomed Terraline with open arms.Their business-friendly environment,exception

52、al engineering talent,and reduced operations costs made moving to Arizona from California an easy choice.I especially want to thank the ACA for their continued support of Terraline.”Graham Doorley,Founder and CEO of TerralineSaeed Amidi,CEO&Founder,Plug and Play(left),and Sandra Watson,President&CEO

53、,Arizona Commerce Authority(right)During Septembers Advanced Manufacturing Expo,we were thrilled to announce that the battery electric truck company Terraline was officially relocating its Engineering Headquarters from Silicon Valley to Arizona!A connection we facilitated with the ACA at our Sunnyva

54、le Headquarters in 2022,Terraline,will bring 50 high-paying jobs to the state.During the same Expo,our very own Shea Bryant moderated a panel between the founder of Peerlogic and a Partner at Cervin Ventures about the state of VC in Arizona and how we helped syndicate the+$5M of Silicon Valley VC fu

55、nding that has flown into the Arizona ecosystem.This capital inflow is critical for a growing ecosystem to thrive,and were proud to have been involved in putting Arizona on the map of institutional VCs.We are also proud to have welcomed Hypergame.ai,an AI-powered cyber defense platform,as our newest

56、 Arizona portfolio company.We continue to follow the cybersecurity sector closely.We are seeing a growing number of entrepreneurs make strides in an area that is becoming increasingly prioritized by government policies and business-critical for our corporate partners.18ArizonaArizona is Open For Bus

57、inessTogether with the Arizona Commerce Authority,we have built incredible momentum in the Advanced Manufacturing sector,having accelerated over 50 startups across four batches.Weve covered topics such as Advanced Materials,Circular Design,Quantum,and Semiconductors.This momentum has translated into

58、 the launch of our Sustainability program,where we had the honor of welcoming Arizona Governor Katie Hobbs as the keynote speaker.Were already onto our second Sustainability batch and cannot wait to see what well achieve in this realm and beyond.From left to right:Saeed Amidi,CEO&Founder of Plug and

59、 Play,Governor Katie Hobbs of Arizona,Sandra Watson,President&CEO,Arizona Commerce Authority19Arizona2025 and BeyondCedar ParkInnovating the Lone Star State Cedar Park and the Central Texas region have been on our radar for years,especially as cities like Austin have become entrepreneurs destination

60、s,with many relocating from California during the pandemic.Over the past five years,the region has also attracted major tech players,including Oracle,Tesla,and Apple.These moves not only signify an influx of capital but also attract top-tier talent and infrastructure investment that establish the re

61、gion as a major U.S.tech hub.With a strong ecosystem anchored by Dell Technologies,a long-time Plug and Play partner,and the University of Texas at Austin,we saw an opportunity to become ingrained in this dynamic area.With the Cedar Park Economic Development Corporation,we found a partner that share

62、s our vision of continuing to drive the Advanced Manufacturing revolution centered around semiconductors,aerospace&defense,batteries&electric vehicles,and AI&personal computing.Together,we launched the first Texas location for Plug and Play,and in the first full year operating in Cedar Park,we could

63、nt be more thrilled by the momentum weve built in the community.Texas Governor Greg Abbott giving a virtual welcome at the Plug and Play Cedar Park Launch Event.21Cedar ParkEhab Gabr Director Cedar ParkWritten by:Having a Partner and head of our Supply Chain Ventures team in the office has its perks

64、 since being able to make quick decisions in the VC world can often be the difference between a successful investment and a missed opportunity.Weve already been able to make two investments in the ecosystem.Intellectible,who works on deploying AI in RFP and grant writing(a vast opportunity,particula

65、rly in the defense sector),and Ceres Technologies,who leverages AI and over 25,000 indicators to predict supply chain disruptions before they happen.Besides our two seed investments,our program has hit the ground running with 640 direct introductions,74 mentor sessions,81 corporate deep dives,24 pil

66、ot discussions,and two active pilots in advanced manufacturing and supply chain.Our batch companies have already raised over$53 million,and we are exploring new ways to create opportunities for them to grow further.John OGrady of Raytheon addressing key stakeholders at our Anchor Advisory session.22

67、Cedar ParkVC:Venture CowboysDuring my time at Capital Factory,the goal was to identify dual-use applications that could be used in both civilian and military applications.These technologies were deemed to provide the most impact across multiple industries and seemed to be the most investment-ready.W

68、hen I joined Plug and Play in December 2023,I relied on our advisor network,which includes Raytheon,BAE Systems,the Air Force Office of Energy,and others,to help me emulate Capital Factorys success.Seasoned executives and mentors like Larry Peterson,Executive Director of the Texas Foundation,and Rob

69、ert Strickland,former CIO of T-Mobile,continue to help us shape the programming we offer to our stakeholders in Cedar Park and beyond.This has led us to drive a lot of momentum in the aerospace and defense realm,resulting in several workshops,dinners,and events.The biggest and most impactful event w

70、as held during Fed Supernova,where we welcomed over 500 leaders from various three-letter agencies,prime contractors,their suppliers,and countless VCs and entrepreneurs looking to make a difference in the aerospace and defense industry.Dual Use Applications23Market Trends&Portfolio 24The State of Su

71、pply Chain Technology in 2024:A Year of ContrastsThe year is 2024,and the supply chain sector stands at a crossroads.As logistics companies grapple with low freight prices and rising labor costs,profitability remains elusive.This years macroeconomic pressures have set a challenging stage demand fluc

72、tuates,the global economy teeters,and logistics businesses are forced to adapt quickly or fall behind.An environment of selective innovation has emerged,where only the most resilient solutions find room to grow amidst financial constraints and mounting operational costs.The dynamics of 2024 reveal a

73、 tension between stagnation and selective expansion.Venture capital has cooled from the record-breaking highs of 2021 and 2022,yet certain technologies still capture investor confidence.Robotics and automation,in particular,are gaining momentum.They are seen as essential to addressing labor shortage

74、s and optimizing efficiency in an increasingly demanding landscape.As we explore the years highs and lows,well delve into whats thriving,whats struggling to take off,and the areas where supply chain tech holds the greatest promise and the toughest challenges.Juan Naveira Ventures Associate Silicon V

75、alleyWritten by:The Highs:Significant Investments and New Frontiers Lets take a closer look at the segments within the supply chain.According to PitchBook,last-mile technologies continue to lead in funding,a trend consistent over recent years.In the first half of 2024 alone,last-mile solutions attra

76、cted over$1.5 billion in investment,with projections indicating a potential to exceed 2023 funding levels1.However,the largest rounds in this space havent gone to purely logistics startups but rather to major grocery delivery companies like Picnic and Zepto,which raised$389 million and$665 million,r

77、espectively.Yet even within the last-mile sector,challenges persist.Quick-commerce deliveries,in particular,continue to struggle.In 2022,Getir acquired Gorillas,once a major player.Now,in 2024,Getir is scaling back,halting operations in all markets except the U.S.and Turkey.6 In 2024,one segment has

78、 truly stood out in terms of funding,media attention,and VC interest:Specialized Foundational Models,particularly for robotics.Some of the largest rounds this year include Skild AIs$300 million and Physical Intelligences$400 million,both companies emerging from stealth mode in 2024 and backed by Top

79、 Tier VCs.10 The question is:will these companies live up to the high expectations,or will they become another significant letdown for the industry?The Lows:Challenges in Scaling and Industry Setbacks I tend to be optimistic,and there are good reasons to be optimistic about the industrys potential.B

80、ut its impossible to ignore the setbacks.While funding in 2024 may surpass that of 2023,it still falls short of the highs seen in 2018,and its a long way from the peak of 2021.The freight segment has particularly struggled,especially for late-stage startups.Declining freight volumes and rising opera

81、tional costs have taken a toll,with companies like Convoyonce a promising digital freight network shutting down in late 2023 despite raising over$665 million.7 Even industry leaders have not been immune to setbacks.Take Flexport as an example;despite having raised$260m this year,theyve had to put th

82、eir focus on sustainable growth and had to announce a 20%reduction in its workforce at the beginning of the year,which marks the 3rd time that theyve made adjustments since 2022,followed by an additional 2%cut later in the year.5,7,8 .25The State of Supply Chain Technology in 2024:A Year of Contrast

83、sA New Wave of Autonomous Driving One area that used to receive similar attention is autonomous driving.In 2020 and 2021,autonomous driving commanded incredible attention and headlines everyone was excited,and many of our partners were eager to explore the technology.But by 2022 and 2023,the sector

84、had mainly fallen silent.The few stories that surfaced often highlighted poor performance among autonomous driving companies in the public markets,with some,like TuSimple,exiting the U.S.and others,like Embark AI,winding down operations altogether.Now,in 2024,autonomous driving is making a comeback.

85、Autonomous trucks are back in the spotlight,driven by strong macroeconomic forces:driver shortages(more than 80,000 in North America and over 200,000 in Europe)and rising transportation costs,which have surged by over 15%in the past year.2,3 This renewed interest is also fueled by technological adva

86、ncements,especially new large language models(LLMs)designed to enhance autonomous truck operations.11 This new wave of autonomous driving has brought new players into the space,Waabi and Bot Auto,each with different business models.Waabi provides its software stack to OEMs and traditional trucking f

87、leets,while Bot Auto has decided to offer Capacity as a Service,where it operates and manages trucks,route planning,and deliveries.26Robotics&Automation:The Heart of Innovation If theres one area where investment and innovation are accelerating,its robotics and automation.Humanoid robots from compan

88、ies like Apptronik,Figure,and Agility Robotics are advancing beyond prototypes and are now being deployed in warehouses and logistics centers.1 As labor shortages persist,especially in warehousing,these robots are stepping in to manage repetitive tasks requiring endurance and precision like sorting,

89、stacking,and item retrieval.By automating these physically demanding roles,robotics helps companies counter rising labor costs while maintaining productivity.Rather than replacing workers,these robots collaborate with them,handling tasks that demand consistency and speed while allowing human employe

90、es to focus on roles that require critical thinking and adaptability.Despite setbacks,such as Optimus widely criticized demo,advancements in hardware and software are blurring the line between human and machine roles,pointing to efficiency gains that could reshape the logistics sector in the coming

91、years.The State of Supply Chain Technology in 2024:A Year of ContrastsThe current landscape shows both progress and obstacles in equal measure.On one side,we see significant strides in automation,last-mile delivery,and autonomous logistics as companies and investors continue to drive innovation in t

92、argeted areas.4 On the other,economic pressures and strategic missteps have exposed the difficulties of scaling in a complex,low-margin industry.Companies that can balance technological ambition with operational resilience will emerge as the leaders in this space.In sum,2024s supply chain sector is

93、defined by both resilience and recalibration.Investment flows into transformative technologies like robotics,last-mile delivery,and autonomous logistics underscore the promise of a more efficient,tech-driven supply chain.Yet the struggles of companies like Convoy and Flexport highlight the high-stak

94、es nature of this industry,where maximizing slim margins and adaptability are key to survival.5 Going forward,companies that can balance innovation with sustainable growth will set the standard for the future of supply chain technology.This year is not only a turning point in the journey from concep

95、t to practical implementation but also a reminder that resilience,adaptability,and strategic focus are the real drivers of success in the sector.27Plug and Play Parter Focus Area,2024The State of Supply Chain Technology in 2024:A Year of ContrastsWhats Next for Supply Chain Technology?28Meet the Por

96、tfolioInvestment Criteria2825%Equity Target$1m2m Seed Series A$100k Pre-SeedTruckingLast-MileManufacturingRoboticsCloudRiskProcurementSustainabilityATMOBlockchainWarehousingGlobal TradeLaborGen AI2024 Investments29MobilityCafler partners with OEMs,fleet operators,and dealers to integrate an after-sa

97、les service marketplace into their systems(websites or apps),boosting customer loyalty and stickiness.Supply Chain RiskThe Ceres platform enables a holistic view of supply chain risks and quickly identifies potential issues related to(1)the availability and cost of raw materials and components and(2

98、)suppliers.Freight TechClaims management platform that automates and streamlines the claims process for e-commerce brands,ensuring they quickly recover funds owed by couriers.Industrial AIComposablis a platform for creating industrial-strength,skill-based agents that are capable of managing a divers

99、e range of equipment,from CNC machines and bulldozers to robotic arms.Freight TechStill in stealth,Custom Capacity is Justin Bailies new company(founder of Rose Rocket).Industrial AIHybrid agentic AI architecture that combines large language models with precise numerical machine learning and data en

100、gineering to increase manufacturing accuracy and reliability.OT CyberHypergame is an AI-powered cyber defense platform designed to counter high-velocity and stealth attacks by generating real-time threat-tailored adaptive decoys.ProcurementInfinity Loop offers a comprehensive platform that streamlin

101、es third-party contract negotiations,saving companies both time and money.Freight TechStill in stealth,Maximum is Michael Colins new company(founder of MVMNT).RoboticsStill in stealth,Maven is led by a team of ex-Apple engineers and research scientists who are building the worlds leading general-pur

102、pose AI robots.Freight TechShip Angel is building a suite of software tools for global shippers.Their first product is a freight rate management tool to address the rise in container freight rate complexity.Future of WorkWilyas software solution enables factories to offer flexible and accessible sch

103、edules to existing workers and create a pool of on-demand,flexible talent.2930Generative AI In the last two years,one topic has consistently dominated conversations,conferences,classrooms,and industry events:Generative artificial intelligence,or gen AI for short.Amid all the excitement,its easy to w

104、onder is this the rise of a technological revolution,are we heading towards a future that leads to Skynet,is a robot Arnold Schwarzenegger about to kick down my door,or is it simply overhyped vaporware?As we navigate the ever-evolving landscape of gen AI,its clear that the distinct skill sets once a

105、ssociated with software engineers have never felt more blurred.This section will examine the unique attributes that set gen AI apart from traditional AI models,discuss the validity of the hype surrounding its emergence,and investigate how investors and corporations perceive this rapidly evolving tec

106、hnology.What is gen AI,and how is it different from analytical AI?Over the past two years,generative AI(genAI)has transformed the artificial intelligence landscape,marking a significant shift in both technology and its applications since the release of models like ChatGPT.Traditional AI,such as anal

107、ytical AI,was primarily designed to analyze historical data to generate insights,make predictions,and inform decision-making processes.Analytical AI models,built on machine learning(ML)algorithms,process large datasets of structured information to identify patterns and provide insights based on past

108、 data.30Jerry Zhu Ventures Analyst Silicon ValleyWritten by:31Generative AI Gen AI,by contrast,doesnt just analyze data it creates new,realistic outputs from patterns it has learned in both structured and unstructured datasets.This capability allows gen AI to generate text,images,audio,and other dat

109、a types that resemble real-world content.The key difference lies in gen AIs ability to synthesize new information rather than merely interpret or summarize existing data.Two main architectures that underpin gen AI are GANs(generative adversarial networks)and transformers:GANs(Generative Adversarial

110、Networks):GANs operate through a zero-sum game involving two neural networks the generator and the discriminator.The generator creates new datasets aimed at deceiving the discriminator,which attempts to distinguish between real and generated data.This competition continues until the discriminator ca

111、n no longer reliably differentiate between the two,resulting in realistic synthetic data.Transformers:Unlike GANs,transformers are designed primarily for processing and understanding language.Rather than analyzing words sequentially,transformers assess all words in a sentence simultaneously,using a

112、mechanism called self-attention.This allows the model to evaluate the relationships and importance of each word in relation to others,enabling a nuanced understanding of language and context.This architecture forms the foundation of many language-based gen AI models,making them adept at generating h

113、uman-like text.Is Gen AI Just Hype,or Is It Real?Despite a seemingly endless stream of new genAI applications,the technology is proving transformative.GenAI is driving innovation across both general and specialized applications,attracting a rapidly growing user base among consumers and corporations

114、alike.Weve witnessed unprecedented growth in generative AI models,with consumers eagerly adopting these technologies.According to A16zs report,The Race to Capture Value:Cloud Lessons for the AI Era,generative AI adoption has been remarkable.It highlights that while it took five years for SaaS applic

115、ations to gain traction,ChatGPT reached 300 million users in just six months,aided by plug-ins and APIs that enable developers to create customized applications.14 In addition to consumer growth,generative AI has gained significant traction among corporations as many businesses recognize its potenti

116、al to enhance operations.This is evident as companies increasingly integrate this technology within their business units.According to McKinseys State of AI in Early 2024 report,corporate adoption of generative AI nearly doubled in a year,rising from 33%to 65%of companies using it in at least one fun

117、ction.Furthermore,overall AI adoption increased from 50%to 72%between 2023 and 2024.123132Generative AI As businesses increasingly explore the potential of generative AI,insights into executive perspectives are crucial.PwCs report,Productivity or Pioneering?Your Industrys Gen AI Adoption Play reveal

118、s that 70%of CEOs believe generative AI will significantly impact their business models within the next three years.13 This sentiment,along with the findings of McKinseys report,underscores the urgency for organizations to adapt and innovate in response to the emergence of gen AI.The technology is a

119、lready producing results,including cost savings and efficiency improvements while allowing businesses to explore new long-term opportunities.GenAIs value is clear,with tangible impacts supporting its adoption beyond mere hype.Differences Between Investor and Corporate Interests According to Pitchboo

120、k,gen AI startups raised over$26 billion in the first three quarters of this year,surpassing 2023s$25.9 billion.Most of this funding came from rounds exceeding$100 million,focusing on frontier models and infrastructure.Investors are concentrating on foundational gen AI technologies,whether specializ

121、ed(like robotics or law)or general.On the other hand,corporations prioritize applications that can quickly integrate with existing functions at a manageable cost.McKinseys The State of AI in Early 2024 report shows that gen AI adoption is highest in marketing and sales(34%),followed by product devel

122、opment(23%).This trend aligns with our own gen AI corporate survey,where 60%of supply chain partners are piloting or scaling gen AI solutions.12,15 This difference in focus highlights how investors and corporations approach gen AI on different timelines.Investors are backing foundational technologie

123、s with long-term potential,while corporations need immediate applications that clearly show a clear investment return.Gen AI has the potential to unlock automation on a new level.The challenge will be adopting it quickly enough to gain an edge.”Plug and Play Fortune 500 Partner32Frontier ModelsCompu

124、te and Infrastructure Enterprise HealthcareCyber SecurityRoboticsFintechLegal Tech Mining11105533221This graph illustrates the number of gen AI startups that raised over$100 million in 2024,categorized by type.Investors are particularly interested in the long-term potential of generative AI as its u

125、se cases continue to expand.#of Startups that Raised$100M+in 2024 by Category33Generative AI Will gen AI change the Supply Chain?Ill keep this brief:yes,gen AI has the potential to transform our supply chain.While it may not immediately overhaul existing processes,there are smaller use cases that ca

126、n benefit right away.Based on trends from our report,customer service,document automation,and procurement are among the first areas to gain advantages from gen AI.If youre interested in learning more about how gen AI is transforming the supply chain,weve created a comprehensive report on Gen AI in S

127、upply Chain.As the technology evolves,we can expect it to reshape more processes over time.Similar to the rise of Robotic Process Automation(RPA),which took about a decade to show significant returns,were currently in the gen AI hype cycle.A recent CIO dinner we hosted revealed that most attendees b

128、elieve Robotic Process Automation(RPA)has delivered the greatest returns over the past year among recent technology integrations.While generative AI is currently overhyped and may not produce the groundbreaking changes anticipated this year,I believe those changes will eventually come;we just need t

129、o be patient.The technology holds significant potential,but,like RPA,its full impact will take time to materialize.According to the EYGS&HFS report Unleashing the Power of Generative AI to Build Autonomous Supply Chains,85%of enterprises anticipate that gen AI will play a crucial role in their suppl

130、y chain strategies by 2030,with 80%viewing it as key to developing autonomous,low-touch supply networks.15 However,challenges such as data readiness,infrastructure,and security risks remain.Addressing these issues will be essential to fully leverage gen AI in the supply chain.Conclusion Gen AI has g

131、enerated considerable excitement,but its impact extends beyond hype.As businesses continue to adopt and integrate this technology,we will likely see lasting changes across industries,reshaping how companies operate and engage with customers.This is just the beginning of generative AIs transformative

132、 potential across various sectors;only time will reveal how far its impact will extend.3334Advanced Manufacturing Building Presence in Advanced Manufacturing In 2023,Plug and Play entered into advanced manufacturing,a space that leverages automation,robotics,AI,and other notable technologies to tran

133、sform production processes.Advanced manufacturing is crucial for reshaping industries,enhancing efficiency,driving flexibility,developing new products,and increasing market speed across sectors like automotive,aerospace,consumer electronics,etc.Entering into advanced manufacturing allowed us to prov

134、ide our partners with increased access to the technologies advancing innovation across the end-to-end supply chain.Plug and Play Supply Chain will continue to actively engage with new markets of corporations and startups and assess expansion opportunities that benefit our partners interests and inve

135、stments.Why Arizona and Texas?We chose Arizona and Cedar Park,Texas,to anchor our advanced manufacturing program.These regions are emerging as critical hubs for high-tech manufacturing,including semiconductors,aerospace,automotive,and renewable energy technologies.Companies like Intel,TSMC,and Samsu

136、ng are leading the charge with massive investments,but were also witnessing growth in aerospace R&D,battery innovation,and clean energy production.19 Arizona and Texas are central to the U.S.strategy of near-shoring key technologies,enhancing both supply chain security and manufacturing independence

137、.By establishing innovation hubs in these states,Plug and Play provides our corporate partners access to dynamic ecosystems that combine government support,private investment,academic collaboration,and a rapidly expanding talent pool.Arizona and Texas are not just high-tech centersthey are shaping t

138、he future of advanced manufacturing across multiple industries in the U.S.Shea Bryant Ventures Analyst PhoenixErena Estells Ventures Associate Cedar ParkCo-written by:35Advanced Manufacturing Manufacturings Evolving Landscape&Why It Matters With the opportunities that advanced manufacturing promises

139、,new unforeseen challenges arise,including the increasing need for cybersecurity,workforce optimization,machine reliability,and supply chain resilience.The manufacturing sector is no longer just about producing goods efficiently;its about orchestrating a robust,secure,and agile production environmen

140、t that can adapt to the challenges of a globalized,digital world.The push for automation,driven by both productivity gains and shifting labor dynamics,is placing new demands on cybersecurity and operational integrity.As manufacturers increasingly adopt digital twins,predictive maintenance,and data-d

141、riven process optimization,securing these technologies has become as crucial as the physical assets they control.Cybersecurity,in particular,is emerging as a vital element in advanced manufacturings evolution.In 2023 alone,manufacturing accounted for 25.7%of all cyberattacks and increased to 29%duri

142、ng Q2 2024a striking statistic highlighting the vulnerabilities facing an industry deeply embedded in critical infrastructure.16,20 As production floors adopt more sophisticated software solutions and data analytics,the task of safeguarding these digital systems has become essential to prevent costl

143、y disruptions and protect proprietary information.Recognizing these needs,Plug and Play is expanding its focus to ensure manufacturers have access to solutions that drive innovation and keep their operations and supply chains secure.Strategic Focus Areas:Building Resilience and Efficiency Advanced m

144、anufacturing is broad,encompassing everything from robotics and AI to clean energy and smart factories.We have chosen to focus on four core areas:3D printing,labor optimization,machine optimization,and process optimization.These sectors represent not only the areas with the greatest potential for im

145、mediate change but also those where innovative startups are already breaking ground with scalable solutions.By monitoring and supporting 284 startups across these categories,we are proud to provide our Supply Chain partners access to technologies that will drive resilience,efficiency,and growth.3536

146、Advanced Manufacturing 3D Printing:A New Wave of Innovation3D printing arose as one of the most promising manufacturing technologies,primarily tested for end-use parts and high-volume,low-cost applications.Despite its potential,widespread adoption in additive manufacturing(AM)has faced headwinds wit

147、h high costs and production speed limitations.However,3D printing technology is steadily improving,driven by materials,speed,and precision advancements.Methods like metal 3D printing and rapid induction have broadened potential applications and signaled progress toward scalable manufacturing solutio

148、ns.21 There is also a shift in the industry,as startups provide solutions at the software layer.These software companies concentrate mainly on enhancing 3D printings precision capabilities through the design and post-printing treatment process.The significance of the design process of 3D printing is

149、 paramount as this is the blueprint for the final object.With little prior emphasis on the beginning and post-printing phases,AM software companies are working to bridge a needed gap.As software-driven solutions become more integrated within the space,3D printing is positioned to become a more adapt

150、able and high-performance solution in advanced manufacturing.Startup Highlight:Freeform is revolutionizing metal 3D printing by creating a high-precision,scalable service focused on industrial-grade applications.Their AI-driven,closed-loop system uses Additive manufacturing is the most mature catego

151、ry among these,with several highly funded companies in the$50M100M+categories are struggling to convert customers due to regulatory standards.As a result,AM Software and Computer Aided AM categories are gaining momentum and enhancing product precision.Source:PitchBook Data,Inc.microsecond-scale moni

152、toring to adjust the printing process in real time,ensuring consistent quality and speed.This innovation,powered by custom-built GPUs and FPGAs,has attracted$14 million in funding from Nvidia and Boeing,who support Freeforms vision to bring scalable,AI-enhanced metal manufacturing to sectors like ae

153、rospace and automotive.119615Additive Manufacturing(AM)AM SoftwareComputer Aided AMSustainable AMAM Marketplace$100M+$100M$50M$10M$5MFunding StageSum of 3D Printing Companies by Funding Stage373637Advanced Manufacturing Labor Optimization:Tackling the Skilled Worker ShortageDespite the rise of autom

154、ation,manufacturing industries continue to grapple with a shortage of skilled labor.Projections indicate that by 2033,up to 3.8 million manufacturing jobs may need to be filled,with half potentially remaining unfilled if workforce challenges are not addressed.17 In response,solutions that enhance wo

155、rkforce productivity,close skill gaps,and maximize skilled labor within the existing workforce are gaining traction.New labor optimization solutions,including re-skilling platforms and human-machine interfaces,are enabling manufacturers to leverage their current workforce more effectively in the int

156、erim.While industrial automation is a popular topic,the truth is that manufacturing processes still rely heavily on humans,making targeted labor optimization solutions essential to bridge staffing and capability gaps.Startup Highlight:New York-based Wilya is reshaping workforce management with a fle

157、xible scheduling platform designed for manufacturing environments.Founded in 2021,Wilya has raised$5.5 million in funding.The platform offers factories a way to manage labor dynamically,giving workers real-time access to shifts and supervisors visibility into staffing needs.Wilyas approach enables m

158、anufacturers to adapt to fluctuating labor demands while supporting employee flexibility and engagement.24211455Worker SafetyCommunicationTrainingOutput AnalyticsWorkforce Scheduling$100M+$100M$50M$10M$5MSum of Labor Tech Companies by Funding StageFunding StageDue to a lack of skilled labor,startups

159、 that provide support to the frontline of the workforce are gaining the most traction in the labor tech space.Source:PitchBook Data,Inc.Photo Credit:Datch3738Advanced Manufacturing Machine Optimization:Reducing Downtime with Predictive Maintenance Unplanned downtime can disrupt entire operations in

160、manufacturing and lead to significant losses.Predictive maintenance has become a cornerstone of machine optimization,helping to mitigate these costly disruptions.In the past decade,startups have introduced AI-driven solutions to streamline Overall Equipment Effectiveness(OEE)and enhance monitoring o

161、f parts,machines,and shop-floor robotics.These solutions combine sensor data,IoT capabilities,and asset management tools with modern LLMs to help manufacturers manage real-time equipment health.21,22 In older use cases,predictive maintenance relied on historical data analysis,with reactive maintenan

162、ce triggers and single-point data sources.This was very useful to operators but required a degree of technical expertise to utilize effectively.The need for a technical operator or team to make reactive and summary analytics decisions decreased ROI for early adopters and hindered scalability.However

163、,new AI-powered startups are focused on leveraging advancements in LLMs and ML models.This tech is anchored by autonomous tracking and forecasting,multi-sensor data integration,and fusion.These enhancements in forecasting real machine availability equip operators with richer insights and automation

164、beyond a dashboard.2413975Predictive Maintenance OT CybersecurityFlexible RoboticsSpare Part Procurement Shop Floor Robotics$100M+$100M$50M$10M$5MFunding StageSum of Machine Optimization Companies by Funding StagePredictive maintenance is still a relatively young market,with most entrants falling in

165、to the$5M10M funding category.Were excited about OT Cybersecurity,as the recent increase in attacks requires companies to invest in this sector.Source:PitchBook Data,Inc.Startup Highlight:Squint is a Manufacturing Intelligence Platform that manufacturers use to capture expert knowledge,unlock operat

166、or performance,and analyze production insights.Founded in 2021,Squint raised a$13M Series A led by Sequoia Capital in late 2023.Squints platform leads the charge for new machine optimization capabilities by combining spatial computing,LLMs,and human expertise.3839Advanced Manufacturing Quality Contr

167、ol Digital Twins Process Optimization:The Power of Digital Twins and Real-Time DataDigital twins and real-time data insights are redefining process optimization,enabling manufacturers to gain a holistic view of operations and improve decision-making.Facility layout has been a major use case in which

168、 startups are becoming highly advanced in deploying twins,mapping out production processes,and simulating output before ground has been broken.Like our deep dive into machine optimization,startups are leveraging modern LLMs to augment critical manufacturing infrastructure.This new generation of solu

169、tions gives manufacturers more insight and control to fine-tune operations,reduce waste,and speed up production cycles.Process optimization solutions are essential for the push to smart factories.This technology must adapt rapidly to shifting demands and unexpected challenges in unstructured environ

170、ments.Startup Highlight:Facilis AI provides an expandable AI analytics infrastructure combining machine learning and domain expertise atop an LLM that autonomously ingests data to deliver unique,actionable insights across multiple languages.Founded in 2023,the platform solves complex manufacturing p

171、roblems out-of-the-box,instantly empowering operators to visualize,analyze,and troubleshoot machine data,transforming process engineers into data scientists.“Manufacturers wont ask me for solutions that require 50 full-time employees to maintain;instead,they aim to reduce headcount.Additionally,they

172、 avoid running critical processes from the cloud due to latency and security challenges.These two factors reducing headcount and avoiding cloud risks will remain constant,no matter how AI evolves.”Yousef Mohassab Co-Founder&CEO,Facilis AI(Plug and Play Portfolio)$100M+$100M$50M$10M$5MFunding StageSu

173、m of Process Optimization Companies by Funding Stage3334Digital twins and quality control are seeing the new wave of AI-enabled OEE companies disrupting industry incumbents.This concentration of younger companies suggests that corporations may have more negotiation power and more solutions to choose

174、 from.Source:PitchBook Data,Inc.3940Advanced Manufacturing The advanced manufacturing space is buzzing with startup activity,particularly in areas that align with environmental sustainability and energy efficiency.Government initiatives,such as the U.S.Federal Buy Clean program,direct the$630 billio

175、n in Federal purchasing power towards U.S.-made,low-carbon materials for Federal procurement and Federally Funded projects.23 This and other legislation,such as the CHIPS Act,have caused a massive increase in U.S.construction spending,as illustrated by the figure below.The prioritization of near-sho

176、ring is huge for the advanced manufacturing industry;however,it also exposes resiliency issues within critical supply chains.Council of Foreign Relations Senior Vice President has warned that this resilience is being exposed due to the recent push to reintroduce domestic manufacturing,suggesting the

177、 need to create strategic stockpiles of critical materials and joint supply chains with allies.24Industry Momentum and Market Trends CHIPS Act signed into lawUS Construction Spending in Manufacturing($M)Source:U.S.Census Bureau,Pitchbook“Near-shoring(used here to refer to both near-and re-shoring)in

178、troduces both positive and negative impacts,as new suppliers may struggle to procure materials at favorable prices and face new challenges,such as geopolitical risks in newly sourced regions.On the positive side,near-shoring improves visibility into ethical considerations,with the CBPs Forced Labor

179、ruling requiring companies to ensure that products and raw materials are ethically sourced and free from restricted regions.As a result,companies are increasingly adopting digital platforms for multi-tier analysis to better assess business outcomes related to both availability and cost risks.“Bobby

180、Katoli Founder&CEO,Ceres Technology(Plug and Play Portfolio)4041Advanced Manufacturing Strategic Investment Insights Plug and Plays corporate model empowers our partners to navigate these trends,ensuring they make informed investments that support their objectives in the advanced manufacturing lands

181、cape.Through thematic sourcing,Plug and Play funnels the highest quality companies solving market challenges,investing in only the top performers.In sectors like workforce enablement and employee up-skilling/re-skilling,companies can partner with established players for reliable,proven solutions.Mea

182、nwhile,disruptive technologies such as asset and component digital twins or smart factory technologies present high-risk,high-reward opportunities for those willing to take calculated risks.With 15+investments,we would love to facilitate connection to this growing list of top-performing companies we

183、 are backing.$500M+Raised by Our Advanced Manufacturing Portfolio41Despite years of predictions,commercial-scale drone delivery and last-mile logistics innovations remain elusive in 2024,hampered by regulatory,infrastructure,and consumer adoption hurdles.Why it matters:The last mile represents a sig

184、nificant chunk of shipping costs up to 53%making it a critical area for retailers and investors to optimize and reduce expenses.Details:Drone delivery and Just Walk Out technologies represent exciting leaps,but for many,theyre still too big of a shift from traditional services.Concerns over privacy,

185、reliability,and the lack of human interaction mean that current generations,especially older ones,are hesitant to embrace these innovations fully.What theyre saying:Startups,VCs,and retailers need alignment for the tech adoption flywheel to spin with consumer voices crucial to the equation.Whats nex

186、t:Incremental automation solutions,like improving self-checkout and streamlining route optimization,may drive more immediate and scalable impact in retail logistics than fully autonomous models.The year is 2013:You turn on the TV to Jeff Bezos on 60 Minutes,predicting that Amazon will be using drone

187、s for deliveries within the next five years.Fast forward to 2024 and commercial-scale drone delivery still remains out of reach.Year after year,new technologies and breakthrough services have been promised drones,autonomous stores,last-mile delivery robots,return logistics,instant deliveriesand yet,

188、many of these innovations have struggled to take off.Are regulatory hurdles,consumer habits,or infrastructure limitations to blame?How does the consumer expectation play into this,and where has venture capital been directed in response?This section dives into the wins and misses in retail logistics,

189、focusing on the last-mile and in-store experiences to understand whos leading the charge and whats holding the industry back.42Retail&Logistics:Beyond the Hype,Toward Solutions42Sean Elmurib Senior Ventures Associate Silicon ValleyWritten by:43Retail&Logistics:Beyond the Hype,Toward SolutionsLast-Mi

190、le Delivery Lets begin with last-mile delivery,a topic that consistently ranks among the top five priorities during our corporate partner surveys year after year.The continued interest in last-mile hardware and software solutions reflects a demand for enhancing the efficiency of last-mile operations

191、.The final mile represents 28-53%of total shipping costs,making it a critical focus area for innovation and cost-savings.25,36 However,are startups and investors effectively addressing these challenges?Many venture capital investments focus on ambitious technologies like delivery drones and autonomo

192、us vehicles.Companies such as Matternet,Wing,and Nuro have successfully raised hundreds of millions of dollars to eliminate the human element from delivery processes.The rationale behind these innovations is compelling;drones can bypass traffic and significantly decrease delivery times,and the cost

193、savings from a reduced delivery workforce can benefit both the company and the customer.However,regulatory and infrastructure hurdles,combined with consumer preferences,continue to limit the impact of these technologies.Navigating Regulations Drone delivery is primarily governed by the Federal Aviat

194、ion Administration(FAA),which adds strict adherence measures and layers of complexity.Currently,FAA regulations prohibit drone operators from flying beyond the visual line of sight(BVLOS),which is 1,500 feet,or roughly a 4-minute walk at an average pace.Furthermore,the FAA mandates that drone operat

195、ors obtain a Part 135 Air Carrier Certification,which currently faces a two-year backlog.28,37 Although special certifications can be granted in some cases,the unpredictability of obtaining a license combined with the limited operational range significantly impacts the scalability of drone delivery

196、systems,understandably deterring both investors and founders from pursuing new ventures in the space.Infrastructure While FAA regulations and requirements may be slowing the adoption of last-mile drone delivery solutions,autonomous street delivery systems face their own unique barriers,namely infras

197、tructure.Fully autonomous street vehicles struggle to navigate urban environments.Street designs such as pedestrian and cyclist and accessibility infrastructure can vary from city to city,not to mention the more common issues of potholes and poor lane markings.If cities want to make their roads safe

198、r for autonomous vehicles,they would have to re-stripe their roads with retroreflective paint to help bounce light back to the sensors.42 Its apparent that these dynamic city environments have posed complex testing grounds for these autonomous vehicles.Cruise Automation,an autonomous vehicle startup

199、 that has raised over$15B,was banned from operating in San Francisco after over 70 accidents,including 35 hit-and-runs,one of which dragged a woman about 20 feet.38,39 Delivery robot startups like Ottonomy,Starship,and CoCo Robotics have also been recorded to struggle to navigate poorly maintained s

200、idewalks,leading to situations where they become stuck and are unable to complete deliveries.43 44Retail&Logistics:Beyond the Hype,Toward SolutionsI want to clarify that the last-mile space is not entirely negative.There are less glamorous but highly practical technological solutions that could prov

201、ide immediate benefits for last-mile logistics.Startups focusing on challenges like autonomous dispatching,route optimization,fulfillment processes,and employee up-skilling have not received the same level of funding as their flashier counterparts in drone and autonomous vehicle technology.One possi

202、ble explanation for this discrepancy is that these more practical solutions are often perceived as incremental features rather than standalone innovations.As a result,they may be overlooked in favor of more ambitious projects that promise to revolutionize the industry.45Retail&Logistics:Beyond the H

203、ype,Toward SolutionsLast-Mile Consumer Readiness Above all,consumer readiness is a significant obstacle.Many customers are not prepared to accept a wholly automated delivery experience.A recent study examining human behavior towards near-future technology found that for parcel delivery,consumers wer

204、e more willing to accept autonomous vehicles than a delivery person but disliked robot and drone delivery methods.Delivery method aside,the primary concern for the public is timely deliveryspecifically,whether their packages arrive on the same day or the next.25,40 The mode of delivery is less signi

205、ficant to the average consumer.Many older individuals value human interaction and may feel uncomfortable or apprehensive if a robot were to handle their deliveries.In the US specifically,there is a 53%willingness to switch from human deliveries to automated deliveries,skewed heavily towards the youn

206、ger demographic.42 Furthermore,emerging delivery solutions can lack the capacity to deliver products in a way that is both beneficial for the consumer and cost-effective for the companies involved.Lets take Wing,for example;their newest drone model can only carry a payload of 5 pounds on a max round

207、 trip of 12 miles on a single charge.41 The current capabilities of one of the worlds most well-funded drone companies can not properly service an individuals grocery haul,let alone a family of four.46Retail&Logistics:Beyond the Hype,Toward SolutionsThe Autonomous In-Store Experience As we move back

208、 upstream from delivery into the brick-and-mortar retail space,we see similar patterns of ambitious promises around technology that havent lived up to its potential.At a certain point in the retail-tech hype cycle,fully autonomous stores seemed like the future.With 1 million unfilled jobs across the

209、 U.S.retail industry,stores want to battle labor shortages and cut costs by removing humans completely.44Just-walk-out technology(JWO)creates a scenario where customers can simply enter a store,pick up their items,and leave without interacting with any store staff or waiting in line at the checkout.

210、45 This vision attracted significant interest,and investors poured millions into startups like AiFi,Standard AI,and others that promised to bring this concept to life.However,autonomous stores have also come with their own set of regulatory challenges and infrastructural limitations that have signif

211、icantly slowed the adoption of this vision.In-Store Infrastructure One major issue is that existing retail spaces werent initially designed with full automation.The idea of JWO requires advanced sensors capable of accurately tracking every shopper and every item within the store,but installing this

212、technology involves substantial upfront costs.Initially,Amazon stated that their inaugural Go Stores cost upwards of$10M to set up and operate,but have since brought that cost down to about$1M.Even with a 96%decrease in price,this is a massive lift for retailers already operating on very thin margin

213、s.45 For a store with an extensive range of products,the expense of implementing and maintaining such a system often outweighs the benefits.The actual number of sensors needed to operate one of these stores is dependent on the square footage and would be expected to use a slew of Cameras,LiDAR,weigh

214、t sensors,RFID,and ultrasonic sensors.34 In addition to the necessary hardware to run your store,retailers will still need to hire employees for customer service and restocking.If the stores goal is to cut back on the cost of labor,then this is not a proper solution.47Retail&Logistics:Beyond the Hyp

215、e,Toward SolutionsWhile retailers and investors see promise in automation,consumers especially older generations often feel uneasy with the changes.Adopting new technology-driven shopping processes feels cumbersome or intimidating for many,leading to a lack of trust in the system.Shoppers may worry

216、that if theres a billing issue or technical glitch,theyll lack immediate assistance,as theyd need to rely on screens or automated support systems rather than speaking with a human.47 Security is another challenge that just-walk-out retailers must overcome.Retailers already face high levels of shrink

217、age(when a company loses inventory due to causes other than sales),and fully autonomous stores with limited staff presence may inadvertently create opportunities for theft.With no one physically monitoring the store,temptations to shoplift could increase,which is a concerning risk in an environment

218、already challenged by high theft rates.Even at stores with self-service checkout stations,the statistics are astonishing,with 92%of shoppers have admitted to intentionally not scanning an item at self-checkout,80%of retail shrink is attributed to self-checkout theft,and 65%of retail shrink is attrib

219、uted to self-checkout theft.48 In the end,many consumers are not ready to part with the familiar human interaction theyve come to expect in stores a sense of reassurance that an employee is available to assist if needed.The convenience of a fully autonomous experience sounds appealing in theory.Stil

220、l,in practice,it seems many shoppers value the personal touch that traditional stores provide,something theyve grown accustomed to and are reluctant to give up.Regulation Even if retailers invest in the sensors and infrastructure needed to facilitate autonomous shopping,they still face compliance ch

221、allenges with GDPR(General Data Privacy Regulation)and CCPA(California Consumer Privacy Act).These regulations mandate that companies clearly disclose how they plan to use customer data and provide consumers with options to opt in or out of data collection.31 Initially,this was a manual process wher

222、e store-goers would have to interact with an employee.Still,more recently,they have switched to providing consent through an app associated with the store.Recent lawsuits against multiple top 5 retailers allege that companies used their biometric data without their consent.46 These lawsuits are a gr

223、owing concern for the rest of the industry.Consumer Readiness Beyond regulatory and infrastructure constraints,there is a distinct disconnect between the motivations of retailers,investors,and consumers preferences.Retailers seeking to reduce costs are drawn to the idea of autonomous stores,which co

224、uld lower labor expenses and extend operating hours.By implementing sensor-based systems,they gain real-time insights into customer behavior and inventory,allowing for improved marketing and streamlined restocking.Quickly responding to the industrys push for automation,investors directed funds into

225、companies tackling these high-tech solutions.However,they may have overlooked the consumer perspective.48Retail&Logistics:Beyond the Hype,Toward SolutionsCustomizing specific solutions for customers slows down the companys overall growth because it shifts the engineers focus to a single specific cus

226、tomer need that is usually not replicable to other customers.Above all else,consumers are usually left out of the conversation about these new technologies.Their needs and preferences dont always get considered,which can lead to solutions that dont resonate with people or dont even make it to market

227、.If startups pour money into ideas that dont connect with consumers,theyre going to struggle.Conclusion Instead of a complete overhaul of our storefronts,why not gradually add automation step by step?Self-checkouts,for instance,have already become a staple in grocery stores now,we should focus on im

228、proving their efficiency and enhancing security measures to reduce shrink.Rather than pushing sensors to achieve full autonomy immediately,we can use them to tackle more manageable tasks like wayfinding,which would optimize product placement,or shelf analytics to improve inventory management.One rea

229、son we might not see widespread adoption of these technologies is the complexity of retailers dealing with multiple vendors,each providing different automation solutions.From an implementation point of view,large organizations must do a lot of internal selling to determine why they should be working

230、 with several application-specific startups rather than a singular startup with multiple solutions.This situation creates a sort of standoff between startups,retailers,and investors,with each waiting for the other to bridge the gap.Theres a flywheel between startups,VCs,and retailers ready to spin,b

231、ut it seems stuck right now.Startups really need some commercial traction to attract more venture capital,which they need to grow their product offerings and bring their ideas to life.Retailers,however,are looking for solutions they can use across their whole organization to boost efficiency.However

232、,VCs often want their startups to hyperfocus on one or two product offerings with little to no customer customization.Product 50Unlocking Value in Supply Chain and Logistics InnovationAs the new Director of Open Innovation Services at Plug and Play,my role is to identify and address challenges facin

233、g our corporate innovation partners.In my early career,I focused on implementing software solutions for supply chain operators across major industries in the U.S.and Canada.Over time,that role evolved into guiding supply chain leaders in selecting software that would bring results and advising on di

234、gital transformation strategies.I noticed a recurring challenge throughout each engagement:a tendency to chase“false precision,”with teams getting caught up in exhaustive cost-benefit analysis down to the last dollar.Pursuing 100%certainty would lead to a committee decision and,ultimately,delay afte

235、r delay in simply getting started.I saw an opportunity at Plug and Play to address these issues head-on.Whether its developing custom decision-making frameworks to rapidly evaluate startups,executing POCs,or helping your team embrace a“learn-by-doing”approach,Supply Chains advisory services are here

236、 to support partners willing to move and adapt fast.My mission is to empower decision-makers to take action with 80%clarity,knowing that the remaining 20%will come into focus through testing and iteration.50Ryan Morrissey Director of Open Innovation Services Silicon ValleyWritten by:51Unlocking Valu

237、e in Supply Chain and Logistics InnovationAccording to an annual survey conducted by BCG,85%percent of large,legacy corporations admit to a relatively siloed structure between business and technology teams.Our team will help bridge the gap using trends presentations,workshops,and 1:1 meetings to def

238、ine relevant focus areas for innovation,prioritize those topics,and establish roles and responsibilities for executing open innovation.49Once focus areas are defined and prioritized,we will get to work on sourcing relevant startups.Plug and Play support in strategy and governance work enables us to

239、think strategically and even source nontraditional startups,providing the open component of open innovation and challenging our partners to think outside the box.While sourcing is a core component of traditional services,the impact is much larger when complemented by strategy work.Our partners consi

240、stently ask for our opinion on the capabilities of a startup they have met,are aware of,or are interested in entering into a commercial agreement.Separate from sourcing,our vendor selection approach is rapid and laser-focused on one goal:find the right proof-of-concept vendor to test,learn,and quick

241、ly make a go/no-go decision to scale.Our knowledge of the landscape helps our partners move faster and make the structure of an ambiguous,early-stage product.Innovation is a contact sport.Getting in the trenches,testing solutions,and collecting data is critical for successful open innovation.Our cha

242、mpions have limited bandwidth or headcount to execute proofs-of-concept or pilots with startups.We will scope and manage POCs on your behalf to create the throughput required of most corporate innovation teams.With a third party holding the vendor accountable,we avoid never-ending proofs-of-concept

243、and report the results.Innovation Strategy&GovernanceSourcingVendor SelectionExecutionIm here to help our partners overcome these barriers and make innovation practical and profitable.By working closely with our corporate partners in Supply Chain&Logistics and Advanced Manufacturing,weve tailored ou

244、r advisory services to support each phase of innovation with strategies designed to deliver faster,measurable returns.Unlock Your Innovation Potential with Our End-to-End Services From strategic insights to hands-on execution,our comprehensive innovation services are designed to drive transformative

245、 results at every stage.Explore how our tailored approach in five key areas can make us your go-to partner for innovation from inception to successful outcomes:5152Success StoriesSituation A partner sought to introduce automation within their warehouse operations,explicitly focusing on autonomous fo

246、rklifts to manage customer product movement.While autonomous forklift technology is developing,the potential return on investment increases significantly when scaled across a large operation.Situation A partner wanted to strengthen collaboration between their business units and venture team to drive

247、 topic-specific dealflow and connect with startups capable of making a tangible impact on their operations.They were also interested in understanding how competitors and other corporate venture teams structured governance and processes and measuring the value of innovation.Outcome Plug and Play led

248、a rigorous vendor selection process,connecting directly with vendors to assess capabilities,proof-of-concept costs,and payback periods.By managing this process on behalf of our partner,we gained valuable insights and delivered a Top 2 vendor recommendation from an initial pool of seven.Plug and Play

249、 went in-depth on the requirements,analyzed the scale needed to make the solution viable,and conducted site visits to observe autonomous forklifts.The partner is now well-positioned to consider scalable autonomous solutions.Outcome Plug and Play developed a comprehensive benchmarking report,gatherin

250、g quantitative survey data and qualitative insights,both from within the partners organization and other Plug and Play network partners.This independent analysis offered a fresh perspective on the partners innovation maturity,prompting internal discussions on streamlining innovation activities and e

251、liminating redundant efforts.By benchmarking against best practices,the partner gained actionable insights on how to structure their team and optimize their innovation approach.5253Moving Forward:Looking toward 2025,were excited to explore new ways to add value to our networks of partners,portfolio

252、companies,and regional ecosystems.Our journey to becoming a fully integrated supply chain organization is well underway,and we are encouraged by the continuous feedback we receive from all who engage with our vertical.We undertook this report to remind our partners and ourselves of where we stand bo

253、th technologically and as an organization.Amid so much change,we wanted to share the milestones and initiatives weve launched this year and offer a clear view of our progress and direction into the future.Into 2025,we are committed to improving our offerings across three key areas:New Markets:Active

254、ly exploring new high-growth regions and emerging sectors,expanding our reach to connect with diverse ecosystems that strengthen our existing network of partners and portfolio and open new opportunities for investment.New Events:We are upgrading and expanding our event programming to include policy-

255、focused discussions,sector-specific sessions,and other exciting avenues to engage with our partners across all our offices.We will continue to invest in new events that add value and appeal to the widest range of our partners.New Services:Developing tailored services that align with evolving partner

256、 needs,including innovation strategy support,hands-on pilot implementation,and compliance-related resources.We will also continue to streamline introductions and collaborations with startups to ensure you get the most from each engagement.This journey cant be undertaken in a vacuum and requires ongo

257、ing feedback from our supply chain network to truly succeed.We welcome your insights on how we can best support your goals and make improvements to suit your changing needs better.Lets get back to work!53Nathan Louie Partner Success Manager AlbertaWritten by:Report Feedback Form 542025 MARQUEE EVENT

258、SNorthwest ArkansasNWA Supply Chain Expo April 10 -Bentonville,ARSTARTUP AUTOBAHN Expo June 5-Stuttgart,GermanyPlug and Play Manifest February 10-12-Las Vegas,NVSelection Day&Hackathon February 27-28-Sunnyvale,CAQ1 2025Q2 20252024 has been a year of new programming initiatives driven by our partners

259、 needs and priorities these range from small workshops and private roundtables to guided tours at industry conferences and large-scale innovation days.We also aim to help our partners navigate critical government policies impacting operations through innovation and startup technologies.This year,we

260、focused on the Food Safety Modernization Act(FSMA).FSMAs traceability requirements across the food supply chain have become a priority for our partners,so we collaborated with Dot Foods,GS1,and Food Safety Magazine at the Food Safety Summit to host a closed-door roundtable,providing an open forum to

261、 discuss compliance strategies ahead of FSMAs S.206 implementation in 2026.The roundtable offered educational insights and featured startups presenting solutions for compliance with Critical Tracking Events(CTE).Key findings revealed ongoing industry fragmentation and infrastructure investment chall

262、enges due to thin margins.We welcome all of our partners to use Plug and Play to engage with new ecosystems that face potential regulatory disruption in the future.Plug and Play Policy EventsSilicon Valley Summer Summit June 10-12-Sunnyvale,CAPlug and Play Partner EventsPlug and Play Supply Chain is

263、 once again partnering with Manifest for their annual conference.We are proud to offer free admittance to all Plug and Play Supply Chain partners to The Venetian in Las Vegas,NV,from February 1012,2025,for three days of amazing networking with some of the supply chain worlds premier thought leaders

264、and dealmakers.We hope to see you there!54Portfolio in the NewsApian Pioneering Drone Delivery of NHS Blood Samples Between London HospitalsApian and Alphabets Wing launched a six-month pilot in London to deliver urgent blood samples between NHS hospitals,reducing transit time from 30 minutes to und

265、er two minutes and significantly improving care for high-risk surgery patients.Read more.55Wareclouds Partners With Coca-Cola&AB InBev to Boost Last-Mile Delivery EfficiencyWareclouds transforms last-mile logistics by establishing micro-fulfillment centers in residential areas.Pilots with Coca-Cola

266、in Chile and AB InBev in Brazil spurred partnership growth across Latin America.In the AB InBev pilot,integrating six home-based cross-docking centers cut returns by 67%and boosted monthly revenue by$15,000.Read more.DP World&Einride Announce Largest Deployment of EV AV Freight Mobility in Middle Ea

267、stEinride partnered with DP World to launch the Middle Easts largest electric freight deployment at Dubais Jebel Ali Port.This collaboration enables electric,digitally optimized freight solutions at one of the worlds busiest ports,significantly reducing emissions and improving regional logistics eff

268、iciency.Read more.Portfolio in the NewsLearn to Win Closes$30 Million Series A Funding Round56GenLogs Industry-First Freight Tracking Technology Via Roadside Sensors Embraced by Top U.S Freight Brokerages&CarriersIn June,Learn to Win,the leading provider of personalized,predictive,and secure enterpr

269、ise training software,closed an oversubscribed$30 millionSeries A funding round led by the Westly Group.Funding will enable the company to enhance its product development capabilities,build upon its momentum in the defense sector,and support the growth of its commercial business.Read more.GenLogs is

270、 transforming U.S.freight operations with its Freight Intelligence Platform,which passively uses roadside sensors to collect real-time truck movement data offering freight brokers,carriers,and shippers comprehensive visibility without needing hardware installations.Read more.At Plug and Play,our foc

271、us is on enhancing the support we offer our portfolio companies,bringing hands-on experience and a structured approach to help entrepreneurs achieve sustainable growth.With backgrounds in Technology Entrepreneurship and real-world experience across startups,we understand the challenges our portfolio

272、 companies face.Our goal is to bring practical,results-driven guidance to help them navigate their path to success.Prajwal Deshkar Ventures Associate Northwest ArkansasKathleen Steeves Program Manager Silicon Valley 57Frederik Bohn Senior Director Silicon Valley&Phoenix Harvey Williams Partner Silic

273、on Valley&Cedar Park Contact Us to Learn More!58Notes59References1.Advanced Manufacturing Report.(2024).Vertical Snapshot:Advanced Manufacturing.2.McKinsey&Company.(2024).Will autonomy usher in the future of truck freight transportation?McKinsey&Company.Retrieved from https:/ 3.McKinsey&Company.(202

274、4).State of the Market:Supply Chain Tech and Logistics.4.PitchBook.(2024).Supply Chain Tech Report Q1 and Q2 2024.5.Supply Chain Drive.(2024).6.Prescott,K.,&Gill,O.(2024,April 29).Getir poised to get out as ultrafast delivery boom goes stale.The Times.Retrieved from https:/ 7.TechCrunch.(2024,Januar

275、y 26).Flexport may lay off workers yet again.TechCrunch.Retrieved from https:/ 24).Chattanoogas FreightWaves eliminates 16 jobs.Chattanooga Times Free Press.Retrieved from https:/ 18).Waabi raises$200M USD to launch fully driverless trucks in 2025.Waabi.Retrieved from https:/waabi.ai/waabi-series-b-

276、announcement/10.Skild AI Team.(2024,July 9).Announcing our$300M Series A funding.Skild AI.Retrieved from https:/www.skild.ai/blogs/announcing-our-300m-series-a 11.Reuters.(2024,November 4).Robot AI startup Physical Intelligence raises$400 mln from Bezos,OpenAI.Reuters.Retrieved from https:/ state of

277、 AI:2023.McKinsey&Company.Retrieved from https:/ 13.PwC.(2023).GenAI adoption:The game-changer for business.PwC.Retrieved from https:/ 14.Andreessen Horowitz.(n.d.).Cloud lessons for the AI era.Andreessen Horowitz.Retrieved from https:/ Research.(n.d.).Power of generative AI.HFS Research.Retrieved f

278、rom https:/ industries targeted by cyber attacks worldwide in 2022.Statista.Retrieved from https:/ could need 2.1 million new employees by 2033.Deloitte.Retrieved from https:/ 18.Boston Consulting Group.(2024,October 16).Early signs of a recovery:The 2024 M&A report.Boston Consulting Group.Retrieved

279、 from https:/ 19.Semiconductor Industry Association.(n.d.).U.S.Semiconductor Ecosystem Map.Semiconductor Industry Association.Retrieved from https:/www.semiconductors.org/ecosystem/20.Check Point Research.(2024).Check Point Research reports highest increase of global cyber attacks seen in last two y

280、ears:A 30%increase in Q2 2024.Check Point Blog.Retrieved from https:/ of 3D printing:What innovations to expect in the next decade.Medium.Retrieved from https:/ 22.Rockwell Automation.(n.d.).How AI is transforming predictive maintenance in manufacturing.Rockwell Automation Blog.Retrieved from https:

281、/ 23.U.S.General Services Administration.(n.d.).Buy clean:Reducing embodied emissions in construction materials.Sustainability.gov.Retrieved from https:/www.sustainability.gov/buyclean/24.Council on Foreign Relations.(2023).Industrial policy is making a comeback.Council on Foreign Relations.Retrieve

282、d from https:/www.cfr.org/backgrounder/industrial-policy-making-comeback25.Bartueviien,I.,&arapovas,T.(2023).Exploring consumers engagement with drone food delivery:Evidence from a nationwide survey.Journal of Retailing and Consumer Services,75,102144.https:/doi.org/10.1016/j.jretconser.2023.102144

283、26.Dronelife.(2022,November 30).Do US consumers want drone delivery?Auterions 2022 report.Dronelife.Retrieved from https:/ 23).Drone delivery:A win-win for vendors and customers.Dronelife.Retrieved from https:/ future of drone delivery:Overcoming challenges and finding solutions.AeroGo.Retrieved fro

284、m https:/www.aerogo.live/post/the-future-of-drone-delivery-overcoming-challenges-and-finding-solutions 29.Rupprecht,J.(n.d.).Drone delivery.Rupprecht Law.Retrieved from https:/ Digital Language.(n.d.).Consumers adjusting to automation in retail.Toppan Digital Language.Retrieved from https:/ Data Pro

285、tection Supervisor(EDPS).(n.d.).Just walk out technology.Techsonar.Retrieved from https:/www.edps.europa.eu/press-publications/publications/techsonar/just-walk-out-technology_en 32.Schmidt,S.,&Saraceni,A.(2024).Consumer acceptance of drone-based technology for last mile delivery.Research in Transpor

286、tation Economics,103,101404.https:/doi.org/10.1016/j.retrec.2023.101404 33.CNBC.(2024,August 16).Amazons drone expansion plans spur pushback from Texas residents.CNBC.Retrieved from https:/ 34.Amazon.(n.d.).Amazon Prime Air prepares for drone deliveries.About Amazon.Retrieved from https:/ 35.Yahoo F

287、inance.(2023,October 5).Amazon delivery drones are too loud,Texas residents say.Yahoo Finance.Retrieved from https:/ 36.Elite Extra.(n.d.).Last mile delivery costs:The most expensive step in the supply chain.Elite Extra.Retrieved from https:/ Institute.(n.d.).Part 135 drone delivery:What it means an

288、d why its important.Pilot Institute.Retrieved from https:/ Francisco Chronicle.(2023).Self-driving car crashes.San Francisco Chronicle.Retrieved from https:/ News.(2023).Cruise autonomous cars GM recall:SF robotaxi software update.ABC7 News.Retrieved from https:/ Customer Experience.(2023).Consumers

289、 define fast delivery as two days or less.Retail Customer Experience.Retrieved from https:/ Verge.(2024,January 17).Wing delivery drones get a boost with larger payload capacity.The Verge.Retrieved from https:/ 42.McKinsey&Company.(2023).A new look at autonomous vehicle infrastructure.McKinsey&Compa

290、ny.Retrieved from https:/ 43.Daily Mail.(2023,December 18).Starship delivery robot stuck on icy pavement stuns passerby by politely thanking for help.Daily Mail.Retrieved from https:/www.dailymail.co.uk/news/article-11546823/Starship-delivery-robot-stuck-icy-pavement-stuns-passer-politely-thanking-h

291、elp.html 44.Ice Robotics.(n.d.).Overcoming costs associated with labor issues in the retail industry.Ice Robotics.Retrieved from https:/ 45.Charged Retail.(2021,November 18).Amazon slashes cost of“Just Walk Out”tech by 96%,paving the way for wider roll-out.Charged Retail.Retrieved from https:/www.ch

292、argedretail.co.uk/2021/11/18/amazon-slashes-cost-of-just-walk-out-tech-by-96-paving-the-way-for-wider-roll-out/46.CMSWire.(n.d.).AIOps for customer experience:Amazon“Just Walk Out”lessons.CMSWire.Retrieved from https:/ Group.(n.d.).How generations view AI:Understanding perspectives across age groups.Barna Group.Retrieved from https:/ Talents.(n.d.).Self-checkout theft statistics and trends.WiFi Talents.Retrieved from https:/