Picking Performance Measurement Improvement 1.

INTRODUCTION

September 2013 - September 2015.

1.- INTRODUCTION
Author:
John Bofarull Guix
jgb2012@sky.com

THE TEAM WITH THE BEST PLAYERS

WINS

CONTENTS
Process Description
Basic Terms
Relevant Tasks
Text Conventions
Motivation
About ASDA
Notes

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Picking Performance Measurement Improvement 1. INTRODUCTION

September 2013 - September 2015.

PROCESS DESCRIPTION

In this text a model a modern food retail fresh (ASDA) food [ASDA] (2015 UK Top Employer [TEI], certified excellence employee conditions) Logistics
[LOG] warehouse is built to measure and simulate a specific step within the logistics chain producer-to-customer of fresh food. This specific step being
hand sorting, along with related support tasks, all frequently referred as 'picking'. Essentially the term 'picking' in this text is equivalent to circuit switching
or packet routing in a generic communications network switchboard station, and can also be used to refer the process (physical path, scanning, breakdown, actual picking, loading, overall delay) that goods have to undergo, as ordered by stores, to the reach the right store, in good quality, within
expected time window.
In this kind of warehouse, except for freezer goods, the core sorting of products is performed on foot. On foot hand picking along pick lines is more cost
effective compared to rack picking when both huge diversity of goods is needed to satisfy customers and low warehouse latency times are required. Fresh
food products require far lower warehouse latency times compared to other goods sold in same stores, along with the critical point of the chill chain or
cold chain [COLD], temperature below threshold at all times. Despite the facility being called warehouse, comparatively speaking there is no fresh stock
storage, just sorting.
1.- No storage means less warehouse square feet per
processed item compared to the hypothetical
humongous and impractical equivalent rack
2.- No rack means no need for rack replenishment
(except freezer)
3.- The equipment for each hand picker is
vs
comparatively far cheaper compared to
ECE225
AM22
DFG 316
equipping colleagues with Low-Level Order
ERE225
ETV214
Picker trucks (LOP) 'legger' ECE225, Stand-on
Pallet Trucks (SPT) ERE225, counterbalance trucks
DFG326, reach trucks ETV214 ERE225, or any automation that includes the sometimes not so obvious costs of design, installation, maintenance,
service, and upgrade. ERE225 are used for tipping: inbound lorries off-load.
In ASDA ERITH CDC the chill chain requires a far faster delivery cycle to stores compared to temperature independent supply chains [SUPL].
Product latency of stockage in depot has to be far lower (it may range from few hours to few days) compared to warehouse latency of products like
canned food and non-edible goods. In the core sorting there is no need for expensive picker trucks like the Jungheinrich [JUNG] order picker ECE225
(also known as 'legger'), just hand pump trucks like the AM22. In a cut-throat sector like food retail, few pence margins make the difference in customers
choosing and making periodic decision to whether buy here or there.
Even if there were no picker trucks at all, it would be slower, too slow, but still possible to move closed containers, on foot, from and to lorry shutters for
loading, where even smal Electric Pedestrian trucks (i.e. [EJE116] also known as LOP) would suffice for loading (and offloading). Racks for fresh food
don't make sense because there is no time to store goods. Picker trucks are used for lorries loading and off-loading, moving closed containers,
resupplying grids with spare containers and removing stacked pallets prior outdoor stacking ready for collection with for instance diesel/gas
counterbalance [DFG/TFG 316/320].
The majority of ASDA ERITH CDC colleague-hours, aka man-hour [MH] go to picking. Like in
any transport operation 4 key load parameters are:

Weight
Volume
Amount
Delay

In this kind of hand picking the delay is proportional to walked distance. Sometimes straight
line walking suffers lateral wander, but each order has a minimum distance that any picker will
have to cover in order to deliver all packs or SIP units.
On the right hand side, example of trajectory plotter with Mathworks Robotics toolbox [MW]
similar to path walked by pickers when delivering items to stores.
Great research effort is currently put into robotics [MURR][CORK][JAZR] to evolve control systems, to manage unmanned moving units gaining
knowledge of surroundings [DVN][SEL][RJA][SAL] as well as to control indoor fleets as swarms [KIVA] [BMW][MIN]. There is also research into modelling
crowds of pedestrians: [HELB1] mentions a 'Social Force' attempting to move away from [HELB2][NAS] to model pedestrians as particles subject only
physics like forces, [MAN] even builds an electric field attraction-repulsion model, using a potential function. These models model crowds resembling
fluids, it may be useful to design buildings, but to model the picking process such potential and fields are simplied to order orders key points and
obstacles to avoid and target delivery points to reach. As simple as that transporters have to comply with delivery orders to: stay on track, comply
with schedule, and simultaneously avoiding accidents and hazzards. [NAS] and [MAN] include complete MATLAB code.
Where latency is possible, higher automotion is also viable. Vanderlane [VAN] Automated Case Picking helped build ASDA automated XDC in Bedford
2010 where items converge over conveyors to static positions, where containers are filled up, instead of the transporter moving around.
On the left hand side, beverage goods are brought to the robotic arm for stacking. On the right, basket with meat follow similar stacking process.

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Picking Performance Measurement Improvement 1. INTRODUCTION

Ever played the US 3D [TTR3] version of the originally Russian game Tetris (2D)
[TTR2]? here the computer sorts out in advance the exact stacking order, for
instance to avoid hard on soft. Is the system able to solve the uncertainty of
stock and lorries delayed so stack-on-the-go as human pickers regularly do?

U-shaped Pick line physical layout

September 2013 - September 2015.

automated cling-foil wrapping and forklift truck without human

driver. Floor is not always immaculate. Does it spot and drive round
wood/plastic bits, nails that occasionally may hit wheels?
Does it stop when unexpected pedestrian shows up?

U-shaped pick line block diagram

At the end of November 2015 I found that [VAN] has developed and sold working partial automated solutions for fresh food. Following, on the left hand
side a 1:40 scatter conveyor that similarly to post office and airport solutions, pushes out of the main line only the items ordered and to be stacked on, on
this case, Europallets, smaller than Chep pallets. Vanderlande calls this solution cross-docking and the automated sorting system POSISORTER. On the
right hand side, chill SIP sorting, next to chill rack.

The higher the speed and automation, the higher the level of surveillance needed, at least 2 Bigbrother officers. Here, on the left there are 3 on duty
managers watching probably around 50 cameras. On the right, a few monitored positions.

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Picking Performance Measurement Improvement 1. INTRODUCTION

September 2013 - September 2015.

In the promotional video [VAN2] No mobile phones inside the warehouse? but why not, as long as safe, use
Employees' mobile phones to assign tasks, orders, instead of dedicated Vocollect mobile equipment,
employees bring in own communications tool. [VAN] selling a managers' little dream come true?
1.- not having to look for unauthorised mobile phones, and
2.- at the same time not having to purchase dedicated communications equipment: no chargers,
no spare batteries, no stock control.

Where storage is necessary, huge racks, with reach (driver remains at floor level or goes up to pull the right product and right
samount) Very Narrow Aisle Isle (VNA) reach truck can be used [LIN].
However, given the broad range of products, the required speed to reduce product latency, and high visual mechanical tactile
agility required, there is no currently affordable robotics solution comparable to a team humans meeting picking performance
targets, thus solving loads within cost constrains.
Llamasoft [LLA], optimizing stocks. Replen more often and reduce stock 'doing nothing' in the warehouse. The trend in
warehousing is a critical in fresh food distribution.

The traditional view, as I said is to avoid storage for fresh food, but [VAN] shows in a promotional video a VNA rack storage for fresh food, still requires
very low latency, but this way a lot of warehouse space is saved, trading off warehouse area and staff for the installation, operation and maintenance
cost of VNA reach and rack.
Where stacking is done right in the lorry cage, because all items are boxed
(no open baskets) conveyors sizing a lot of space are built to speed up
loading, Walmart Arkansas warehouse [CNV]:

John Bofarull Guix

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Walmart SDC non-food picking area layout example for high WIN scatter
and small amounts to each store [WH2]

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Picking Performance Measurement Improvement 1. INTRODUCTION

September 2013 - September 2015.

BASIC TERMS
Following, some terms used along this text.
Picking

Or pack picking. On foot hand picking to sort out goods

packed in units comprising specific amounts of each
product. Freezer picking is performed on MHE, similarly to
rack picking performed in for instance ASDA XCD.

Effort

Work [Joule] = Mass [lb or kg] Distance [ft or m].

Joule = Watt * second, also known as kWh, the units of
choice on utility bills, the product sold by energy
suppliers.

Cost

Amounts of colleague-hour required to solve loads

Load Solving

Sorting and loading of goods of goods in lorries, delivered

within required time and quality parameters.

Container

Device used to pack picked units in order to make it easy

to replenish store shelves.

unit

Generic term to designate broad range of casing: tray,

box, bucket, basket, .. that groups certain amount of
same product, all with same expiry date. Common store
orders only buy multiples of a product according to the
amounts packed in each unit.

SIP unit

Each individual product packed in the units sorted by

default.

SIP

Single Item Pick. A specific type of picking where store

can order individual products, breaking the rule that
stores have to order multiples of (packed) units.

Grid

Specific delimited area in the warehouse where a subset of

goods sorted out by hand. Each grid has one or more
buffers and one or more pick lines. The main purpose of
arranging the products by grids is to avoid mixing products
that would damage each other in same container during
transport to stores.

Pick Line

Arrangement of open containers along which pickers

deliver specific amounts ordered by stores. Each store has
at least one open container.

MHE

Mechanic Hydraulic Equipment. In H&S regulations it is a

term generally used to refer any kind of equipment, from
hand pump trucks to reach trucks. However, MHE lanes,
and the term MHE is also used to refer to the
comparatively expensive vehicles: legger, counterbalance,
tipping T20 and reach truck.

Rack Picking

Contrasting (hand) picking, rack picking is performed

across a rack, with 'leggers'

Although it may confuse to people not knowing the equipment, the terms picker truck, legger, and even PPT or LOP may be used to refer to same
equipment despite manufacturer have clearly differentiated terms for each equipment.

RELEVANT TASKS

Not necessarily taking place in the following order, sometimes consecutive tasks obstructing each other, are:
Tipping: off-loading lorries, with T20 and leggers, on the bay immediately in front of the lorry shutters.

Office work: the introduction in the computer system of inbound through manifest delivery of lorry driver to the office. Nothing can be
scanned until this paperwork is solved.

Break-down: To optimize inbound delivery to the warehouse, many orders are 'mixed' (condensed) on same pallets. Break-down refers to
separating items and orders to help scanners count and configure orders ready for picking. Sometimes 1 picking order may arrive scattered
over different inbound pallets.

Scanning: the visual inspection and counting of goods, matching or correcting data introduced in the system by the office. The office says
'supplier brought this', but is the scanner the one to acknowledge or correct manifests. Scanners print picking order labels. No order can be
picked until picking order label is printed by scanners.

Tramming: the moving of goods from shutters bay to buffers attached to grids with leggers.

Picking: delivery of exact amounts to open containers along grids with pump trucks. Since 2011 picking also comprises closing full containers.
Previously loaders instead of pickers would close containers.

Loading: the retrieval of closed containers from respective grids back to shutters bay or straight into lorry cages for stores delivery.

Among these, the task that requires approximately 60% colleague-hour cost is picking.

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Picking Performance Measurement Improvement 1. INTRODUCTION

September 2013 - September 2015.

TEXT CONVENTIONS

This text uses basic MATLAB (by Mathworks [MW]). MATLAB code in blue font (RGB: 0 0 255) %comments and online links or link to local doc in
underlined green (RGB: 0 128 0) and references to function headers when used without further code, in violet (RGB: 214 0 147). Each blue underlined
text contains a link to a reference Internet web page. Since all support files are assumed in same folder as this text file, use userpath to make sure
MATLAB finds scripts and functions called from this text. userpath only changes active directory when MATLAB starts. The term picker is a particular
case of transporter, but throughout this text both are used indistinctively. The terms 'transporter' and 'picker' are used equivalently, although transporter
may also refer to other transport platforms like for instance LOPs, PPTs and forklift trucks.

MOTIVATION

The partly random nature of the store orders, the improvised yet cheap way inbound is arranged and sorted throughout different buffers, and the
apparently large data volume generated throughout the picking process, are factors so far assumed to prevent the high level of space time accuracy that
managers would like to have in order to reduce the relatively high cost that damaged goods, wrong container, database order crossing and other errors in
goods that do not reach stores. Delivering 1.2 million units/week (packs and SIP currently accounted equally) with target to reach 1.9 million units/week
should not imply that zero defect, null errors, all packs safe days could be reached.
In this text = and it is proportional to physical . Despite accurately knowing what where when has been
picked and what open container each item has gone to (thanks to Honeywell's [HNW] Vocollect [VCL] portable device T5), and having supplied a
cheap accurate simple and fast way of charting all open containers, along with printers, scan gun stations locations (including buffers), the huge amounts
delivered each day and the in my opinion overloaded management system, make the management reluctant of considering WEIGHT and DISTANCE of
equal or more importance to rank pickers. Despite even if only intuitively seeing the importance of measuring such parameters, there is not much time to
divert on experiments, the trench, the match field, the stage, the arena is the last place where anyone wants to carry out research. This is why I am
compelled to bring forward through this text as much evidence, and reasoning as possible, as well as a prototype of data processing tool (without real
data) to reduce data overload and at the same time increase accuracy to reduce error. All to compel management to consider making
figure of merit to take into account when assessing picking performance.

the key

Picker delivery time stamps inaccuracy regarding when the actual delivery to each open container, and the actual moment that pickers call such
deliveries, closing and opening containers, can comfortably be ignored, because to calculate Effort, physical work, there is no need for such time
accuracy. Regarding time, all needed are the start and stop time stamps.
The priority of this text is to highlight the advantages of measuring
compare loaders performance, because they all use similar vehicles.

to better assess picking performance. But the same tool can be used to

Effort vs amounts-only assessment: Rewarding weight and walked distance combined as against the current amounts-only with the
productivity tables add-on can seriously increase productivity, in a similar way that statistical methods improved baseball, basketball, any other sports and
large volume where applied.
1.- corrects the human factor depicted with the Gym analogy, BECAUSE the ranking system rewards the fittest pickers pulling hardest, not the ones who
find ways to dodge the system.
2.- prevents the Soviet effect from happening, so pernicious, from families and small companies to entire countries, BECAUSE workers focus on
working, not on dodging heavy loads, on watching clocks and mobile phone clocks to go stand-by mode immediately after reaching daily target, making
sure not walking more than strictly required to reach target. A consistent improvement in the performance assessment method would make pickers carry
on picking even after having reached the daily target.
This text depicts a way to go
Subjective performance assessments
based on personal opinions rather than
relevant figures

FROM

Short vs Long run comparisons and

arbitrary performance measurements in
time and amounts, because arguably there
seems to be no time to build individual
profiles
Salmon factory procedures that at the
end of shifts, daily, cannot account some
days for hundreds of cases that are
sometimes scattered. Expiry date, damaged,
wrong delivery but also label-swap: open
orders forced closed because no one knows
where the cases are, label-missing: a
picker unfairly attempting to secure next
order by pinching more labels than the one
being picked

John Bofarull Guix

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Objective accurate performance measurements from data

already available, that was regularly assessed on paper prior to
Vocollect and that was discarded because it rocketed processing time

TO

Statistical Consistency: performance time series linked to each

picker

Knowing, among currently unsolved issues:

1. Who when drops where what small/open/crashed orders
left on blind spots to sync to next 'good' order
2. who drops small orders in the printer cage
3. who drinks and eats items intended for delivery to
stores left next to printers

knowing how well everyone does on characteristic items so everyone

has a change to perform, and equally, every one shares the burden of
those pallets that some dodge on daily basis. Knowing to swapped,
nicked labels or decided to eat raspberries from a closed container on
his way out through the back door, 15min to 22h when managers
made it clear on speakers to pick until 5 minutes to 22h.

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Picking Performance Measurement Improvement 1. INTRODUCTION

ABOUT ASDA

September 2013 - September 2015.

Just a few introductory points from [SD1]:

Walmart faces price competition, weak risk/reward seekingalpha [SA]

Sept 2011
for the amount of stores, ASDA sells a lot. Continental Europe would
greatly benefit if Walmart could develop stable business, but European
Continentals are really used to dishonest business practices, it comes
from long time ago. They will copy all the methods, they even copied
the initial US Revolutionary flag, the crown of yellow stars on blue
background. The attack lines are historically from either
above, with courts rulling outrageous compensations, like Microsoft
having to pay for not giving choice of Internet browser, and
below, when the German unions boycoted Walmart ASDA Hamburg with
absolutely no worker showing up. 2 weeks latter, given such dishonest
practice, Dunkerke was the only reasonable option. Just to open on
Sundays, it would be worse than starting business in URSS as foreigner
in the 60s.

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Picking Performance Measurement Improvement 1. INTRODUCTION

September 2013 - September 2015.

Wall-to-Wall Walmart, Bupbin Dec 2004. Forbes [FB1]:

NYSE:WMT 20th Annual meeting for investment community October 2013.

To meet the strategic priorities [AMI]

The picking process is important to: Supply chain efficiency and Associate
productivity

UK grocery retail market, Telegraph April 2015 [DT1]:

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Picking Performance Measurement Improvement 1. INTRODUCTION

September 2013 - September 2015.

If you think it was difficult to penetrate the Japanese car market with foreign products in the 80s, have a look into the history of FIAT, not that far from
Joseph Stalin's thuggish appropiation of all foreign investment in Russia. In 1918 FIAT was the largest car manufacturer. 2 world wars, swinging sides,
but just after WWII, misled by the request for help to create jobs in Germany, FIAT thought it was ok to build factories in Germany and Spain.
With essentially similar dishonest pince tactics: inquisitors holding books and law on one side, and heavily unionized workfore on the other, FIAT was
forced to give up everything, in both countries, having to transfer knowledge, tools, designs, FOR FREE, to give birth to Volkswagen in Germany and Seat
in Spain.
WALMART is increasing presence in India. It makes sense VisualizingEconomics [VE1]:

BBC News [BBC1] Nov 2015

A token of the big game: India has the largest grocery production of the world. WALMART investment in India is desproportionately high compared to the
few WALMART India stores generating direct revenue from Indian end customers. There is feedback drawing the attention to Indian poor infracstructure
and the lack of interest of the government to improve it, not even remotely seriously. The lower classes that harvest the produce that WALMART wants to
trade with, are neglected by the upper classes. India railway in rails mileage has only increase 1/5th since indepence from the British Empire. keeping a
wall of problems around the produce that WALMART wants to export is a strategic decision: the rivalry with China and other neighbours compels to avoid
feeding rivals, with a purposedly high loss distribution network of fresh food, and in cases, endemically corrupt layers of officers that add 'out of books'
fees to move produce across their feud.
And last but not least, energy efficiency: Walmart is the best retails using Solar power. Solar means business. Smarcacci Oct13 reneweconomy [RN1]:

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Picking Performance Measurement Improvement 1. INTRODUCTION

September 2013 - September 2015.

NOTES
1.

[ASDA]

ASDA

http://www.asda.com

2.

[TEI]
Guardian March 2nd 2015 http://www.theguardian.com/careers/top-employers-uk-2015-list quoting the Top Employer Institute
http://www.top-employers.com/

3.

[LOG]

Logistics

4.

[COLD]

cold chain

5.

[AM22]

Jungheinrich pump truck AM22

http://www.jungheinrich.co.uk/products/forklift-trucks/hand-pallet-trucks/2200kg-capacity/

6.

[ECE225]

Jungheinrich picker truck ECE225

http://www.jungheinrich.co.uk/products/forklift-trucks/order-pickers/ece-220225/

7.

[DFG316]
Jungheinrich counterbalance truck DFG316
counterbalance-trucks/dfgtfg-316320/

8.

[ERE225]

9.

[SUPL] Supply Chain http://en.wikipedia.org/wiki/Supply_chain

http://www.asda.jobs/logistics-services/about-logistics-services/

Jungheinrich LOP

http://en.wikipedia.org/wiki/Cold_chain

http://www.jungheinrich.co.uk/products/forklift-trucks/diesel-counterbalance-gas-

http://www.jungheinrich.co.uk/products/forklift-trucks/electric-pedestrian-trucks/stand-on-platform-25-t/

10. [JUN] Jungheinrich http://www.jungheinrich.co.uk/products/forklift-trucks/order-pickers/ece-220225/

11. [EJE116] Jungheinrich PPT http://www.jungheinrich.co.uk/products/forklift-trucks/electric-pedestrian-trucks/16-20-t/
12. [DFG/TFG316/320] Jungheinrich counterbalance
http://www.jungheinrich.co.uk/products/forklift-trucks/diesel-counterbalance-gas-counterbalance-trucks/dfgtfg-316320/
13. [MH] man-hour http://en.wikipedia.org/wiki/Man-hour
14. [MW] Mathworks Robotics System Tool box http://uk.mathworks.com/products/robotics/
functions list: http://uk.mathworks.com/help/robotics/functionlist.html
15. [MURR] A mathematical introduction to robotic manipulation, 1st ed. R.Murray Z.Li S.Sastry ISBN:0-8493-7981-4
http://www.amazon.com/s/ref=nb_sb_noss_2?url=search-alias%3Daps&field-keywords=A+mathematical+introduction+to+robotic+manipulation
16. [CORK] Robotics, vision and control: fundamental algorithms in MATLAB. P.Corke ISBN: 978-3-642-20143-1
http://www.amazon.com/Robotics-Vision-Control-Fundamental-Algorithms/dp/3642201431/ref=sr_1_1?ie=UTF8&qid=1447458506&sr=81&keywords=Robotics+vision+and+control
17. [JAZR] Theory of applied robotics: Kinematics dynamics and control, 2nd ed. R.N.Jazar ISBN: 978-1-4419-1749-2
http://www.amazon.com/Theory-Applied-Robotics-Kinematics-Dynamics/dp/1441917497/ref=sr_1_1?ie=UTF8&qid=1447458587&sr=81&keywords=Theory+of+applied+robotics
18. [DVN] Time-of-flight Optical Ranging sensor based on a current assisted photonic demodulator. DvNieuwenhove et al. 2006.
http://leosbenelux.org/symp06/s06p209.pdf
19. [SEL] Active range sensing for indoor environment modelling. S.Elgazzar et al. 1998.
http://www.researchgate.net/publication/3089143_Active_range_sensing_for_indoor_environment_modeling
20. [RJA] A Perspective on range finding techniques for computer vision. R.Jarvis. 1993.
http://www.researchgate.net/publication/51597304_A_Perspective_on_Range_Finding_Techniques_for_Computer_Vision
21. [SAL] Floor fields for tracking in high density crowd scenes. S.Ali. 2004(?)
https://www.cs.cmu.edu/~saada/Publications/2008_ECCV_TrackingInCrowds.pdf
22. [KIVA] Kiva Systems, now Amazon Robotics http://www.amazonrobotics.com
Amazon Robotics
Headquarters
300 Riverpark Drive
North Reading, MA 01864
USA
Email AR-Info@amazon.com
Phone +1.781.221.4640

Development Center
8 Technology Drive
Westborough, MA 01581
USA
Email AR-Info@amazon.com
Phone +1.781.221.4640

Development Center
Krausenstrae 38
10117 Berlin
Germany
Email AR-Info@amazon.com
Phone +49.30.30.3062.000

23. purchased by Amazon Robotics in March 2012 D.Kucera for Bloomberg:

http://www.bloomberg.com/news/articles/2012-03-19/amazon-acquires-kiva-systems-in-second-biggest-takeover
24. [BMW] a human operator 'teaches' the ABB arm the exact moves and points where to apply arch, thenon the robotic arms take control of
the production line.

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25. BMW factory

https://www.google.com/search?q=bmw+usa+factory&biw=763&bih=957&source=lnms&tbm=isch&sa=X&sqi=2&ved=0CAYQ_AUoAWoVChMIsLe1
3M-OyQIVxU4UCh0Qrwvt&dpr=1#tbm=isch&q=bmw+factory&imgrc=9rv-7A7VkpyVHM%3A
26. [MIN] The SWARM simulation system: a toolkit for building multi-agent simulations. NMinar et al. 1996.
http://cobweb.cs.uga.edu/~maria/pads/papers/swarm-MinarEtAl96.pdf
27. [HELB1] Pedestrian, crowd, and evaluation dynamics. D.Helbing A.Johanson 2013
http://www.researchgate.net/publication/226065087_Pedestrian_Crowd_and_Evacuation_Dynamics
28. [HELB2] Social force model for pedestrian dynamics D.Helbing P.Molnar. 1998
http://www.uvm.edu/~pdodds/teaching/courses/2009-08UVM-300/docs/others/1998/helbing1998a.pdf
29. [NAS] New models for crowd dynamics and control. S.Al-Nasur. 2006
http://scholar.lib.vt.edu/theses/available/etd-12152006-143454/unrestricted/NewCM.pdf
30. [MAN] Modelling and simulating social systems with MATLAB, lecture. Evacuation Bottleneck. L.Manukyan. 2009.
https://www1.ethz.ch/soms/teaching/MatlabSpring10/projects/hs2009_1620_manukyan_evacuation_bottleneck.pdf
31. [VAN] Vanderlaan Dutch HQ, Birmingham Business Park , 6050 Knights Court, B37 7WY Birmingham, West Midlands, UK, Phone: +44 (0)121 770
1888 E-mail: info.uk@vanderlande.com http://www.vanderlande.com
32. [TTR3] Tetris 3D https://en.wikipedia.org/wiki/3D_Tetris
33. [TTR2] Tetris 2D https://en.wikipedia.org/wiki/Tetris
34. [VAN2] video in webpage https://www.vanderlande.com/warehouse-automation/
35. [LIN] Linde VNA
http://www.linde-world.de/mh-products/start.view?dealer=1&app=Lagern&range=K+Example&context=uk&rangeIndex=0&l=en&ippId=p_k&type=KombiFahrzeuge

36. [LLA] The Next generation of inventory optimization has arrived. Inventory-guru: http://www.llamasoft.com/inventory-guru
37. [CNV] Walmart warehouse 1 http://www.arkansasbusiness.com/article/85508/wal-mart-used-technology-to-become-supply-chain-leade
38. [WH2] Wwalmart warehouse 2 http://www.arkansasbusiness.com/article/85508
39. [AMI] 20th Annual meeting for investment community October 2013. To meet the strategic priorities
http://corporate.walmart.com/_news_/events/20th-annual-meeting-for-the-investment-community
40. [DT1] Telegraph April 2015 The market share of Tesco ASDA Sainsbury's and Morrissons is the lowers for a decade
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_
_
September 2013 - September 2015.
http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/11522968/Five-facts-that-show-the-dramatic-changes-in-the-supermarket-industry.html

41. [HNW] Honeywell http://honeywell.com/Pages/Home.aspx

42. [VCL] Vocollect T5 solution http://www.vocollectvoice.com/solutions
43.

[SD1] about ASDA a few key points http://your.asda.com/system/dragonfly/production/2012/01/04/12_59_19_568_All_about_Asda.pdf

44. [SA] Seeking alpha article http://seekingalpha.com/article/295796-walmart-faces-price-competition-weak-risk-reward

45. [FB1] http://www.forbes.com/free_forbes/2004/0412/076.html
46. [VE1] Visualizing economics: population growth comparisons http://visualizingeconomics.com/blog/2007/12/09/comparing-population-growth-chinaindia-africa-latin-america-western-europe-united-states
47. [BBC1] BBC1 News September 2015 http://news.bbc.co.uk/1/shared/spl/hi/in_depth/china_modern/html/2.stm
48. [RN1] Reneweconomy article 'solar means business'
http://reneweconomy.com.au/2013/solar-means-business-top-25-us-corporate-solar-energy-users-43231

John Bofarull Guix

jgb2012@sky.com

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