supply chain
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Coupa Software, a publicly traded company that helps large corporations manage spending, announced that it was buying Llamasoft, an 18-year-old Michigan company that helps large companies manage their supply chain. The deal was pegged at $1.5 billion.
This year Llamasoft released its latest tool, an AI-driven platform for managing supply chains intelligently. This capability in particular seemed to attract Coupa’s attention, as it was looking for a supply chain application to complement its spend management capabilities.
Coupa CEO and chairman Rob Bernshteyn says when you combine that supply chain data with Coupa’s spending data, it can produce a powerful combination.
“Llamasoft’s deep supply chain expertise and sophisticated data science and modeling capabilities, combined with the roughly $2 trillion of cumulative transactional spend data we have in Coupa, will empower businesses with the intelligence needed to pivot on a dime,” Bernshteyn said in a statement.
The purchase comes at a time when companies are focusing more and more on digitizing processes across enterprise, and when supply chains can be uncertain, depending on the location of COVID hotspots at any particular time.
“With demand uncertainty on one hand, and supply volatility on the other, companies are in need of supply chain technology that can help them assess alternatives and balance trade-offs to achieve desired business results. LLamasoft provides these capabilities with an AI-powered cloud platform that empowers companies to make smarter supply chain decisions, faster,” the company wrote in a statement.
Llamasoft was founded in 2002 in Ann Arbor, Michigan and has raised more than $56 million, according to Crunchbase data. Its largest raise was a $50 million Series B in 2015 led by Goldman Sachs .
The company generated more than $100 million in revenue and has 650 big customers, including Boeing, DHL, Kimberly-Clark and GM, according to company data.
Coupa has been extremely acquisitive over the years, buying 17 companies, according to Crunchbase data. This deal represents the fourth acquisition this year for the company. So far the stock market is not enamored with the acquisition; the company’s stock price is down 5.20% at publication.
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Brooklyn-based EV startup Tarform unveiled its Luna electric motorcycle in New York last week — a model designed for an audience that may not actually like motorcycles.
The company’s first street-legal entrant starts at $24,000, does 0-60 mph in 3.8 seconds, has a city range of 120 miles, hits a top-speed of 120 mph and charges to 80% in 50 minutes — according to company specs.
The model was hatched out of the company’s mission to meld aesthetic design and craftsmanship to environmental sustainability in two-wheeled electric vehicles.
To that end, the Luna incorporates a number of unique, eco-design features. The bodywork is made from a flax seed weave and the overall motorcycle engineering avoids use of plastics. The Luna’s seat upholstery is made out of biodegradable vegan leather. Tarform is also testing methods to avoid paints and primers on its motorcycles, instead using a mono-material infused with algae and iron-based metallic pigments.
The company was founded by Swede Taras Kravtchouk — an industrial design specialist, former startup head and passionate motorcyclist. The Luna launch follows the debut of two concept e-motos in 2018.
Image Credits: Jake Bright
On Tarform’s target market, he explained the startup hopes to attract those who may be turned off by the very things that have turned people on to motorcycling over the last 50 years — namely gas, chrome, noise and fumes.
“It’s more for people who want a custom bike and the techies: people who wanted to have a motorcycle but didn’t want to be associated with the whole stigmatized motorcycle lifestyle,” Kravtchouk told TechCrunch.
Tarform enters the EV arena with competition from several e-moto startups — and on OEM — that are attempting to convert gas riders to electric and attract a younger generation to motorcycling.
One of the leaders is California company Zero Motorcycles, with 200 dealers worldwide. Zero introduced its $19,000 SR/F in 2019, with a 161-mile city range, one-hour charge capability and a top speed of 124 mph. Italy’s Energica is also expanding distribution of its high-performance e-motos in the U.S.
In 2020, Harley-Davidson became the first of the big gas manufacturers to offer a street-legal e-motorcycle for sale in the U.S., the $29,000 LiveWire.
And Canadian startup Damon Motors debuted its 200 mph, $24,000 Hypersport this year, which offers proprietary safety and ergonomics tech for adjustable riding positions and blind-spot detection.
On how Tarform plans to compete with these e-motorcycle players, Kravtchouk explained that’s not the company’s priority. “We’re not even close in production to Zero or the other big guys, but that’s not our intention. Think of the [Luna] as a custom production bike,” he said.
“We did not set out to build a bike that is fastest or has the longest range,” Kravtchouk added. “We set out to build a bike that completely revises the manufacturing and supply chain of e-motorcycles in a way where we ethically source our materials and create an ethical supply chain.”
For this mission, Tarform has obtained funding from several family offices and angel investors, including LA-located M13. The Brooklyn-based e-motorcycle company is taking pre-orders on its new Luna and is pursuing a Series A funding round for 2021, according to Kravtchouk.
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Based in Bangkok, Freshket simplifies the process of getting fresh produce from farms to tables. Launched in 2017, the startup has now raised a $3 million Series A, led by Openspace Ventures.
Other participants included Thai private equity firm ECG-Research; Innospace; and Pamitra Wineka and Ivan Sustiawan, the co-founders of Indonesian agriculture technology startup TaniHub. French-Singaporean food conglomerate Denis Asia Pacific and Thai family office Seedersclub, who made previous investments in Freshket, also returned for the Series A.
Freshket’s technology includes an e-commerce marketplace that connects farmers and food processors to businesses, like restaurants, and consumers in Thailand. The startup was co-founded by chief executive Ponglada Paniangwet and chief marketing officer Tuangploi Chiwalaksanangkoon, who each worked in marketing before launching Freshket three years ago.
Paniangwet told TechCrunch she wanted to enter agritech because her family has worked in the agriculture business for 25 years. “I grew up learning a lot about what worked and didn’t work in the industry,” Paniangwet said. “Overall, the industry is tedious, messy and highly manual.”
Freshket’s goal is to become “an enabler for the entire food supply chain,” she added.
Before Freshket, Paniangwet started a processing center, which sources, cuts and trims fresh produce at wholesale fresh markets before delivering them to restaurants and other customers. She realized technology could be used to simplify the supply chain, increasing farmers’ incomes and the quality of produce received by customers.
There is also ample market opportunity. According to an April 2019 Euromonitor International report, the food service market in Thailand is worth over $7.7 billion in annual purchases, made by more than 200,000 restaurants (link in Thai).
Chiwalaksanangkoon, who was already good friends with Paniangwet, left her position at one of Thailand’s largest banks to co-found Freshket. The company’s platform pull together Thailand’s fragmented produce supply chain by bringing together processing centers and suppliers, and connecting them directly with farmers, who usually rely on middlemen. Freshket also provides its users with data to help them predict supply and demand for their crops.
The expenses of operating a delivery business, especially for perishable goods, can be very high. To stay cost-efficient, Freshket itself doesn’t stock fresh produce. Instead, Freshket tells its network, including farmers, how much product they will need to provide on a daily basis, so they can plan their supply chains.
Paniangwet also said the B2B food delivery business has high average order values, fortifying its unit economics. Freshket’s order, warehouse and logistics management systems are all linked together and “because of that, we are able to control the flow of goods, limit additional and labor costs and keep our overall cost base manageable,” she said.
Freshket’s main rivals in the B2B space are traditional supply chain businesses; in the consumer space, it is up against include grocery delivery startups. It competes with delivery apps by offering lower retail prices, since Freshket is already tapped into a streamlined supply chain. For B2B customers, Freshket’s selling points include more precise delivery, a wider variety of products and produce gradings.
Freshket’s new funding will be used to upgrade its supply management technology. In the future, Paniangwet said the company plans to add more services, like financing, demand forecasting and price matching.
Freshket is among several startups in Southeast Asia markets focused on streamlining the food supply chain in different countries. Others include TaniHub and Eden Farm in Indonesia, Agribuddy in Cambodia and Singapore-based Glife.
This is the third agritech investment Openspace Ventures, which focuses on early-stage companies in Southeast Asia, has made (the other are TaniHub and Singaporean grocery platform RedMart).
In a press statement about the investment, Openspace Ventures founding partner Hian Goh said, “As Openspace Ventures’ second investment in Thailand this year, Freshket reflects our growing conviction in the potential of the Thai market for high quality and innovative startups.”
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Dutch social enterprise, Fairphone, has moved a little closer to the sustainability dream of a circular economy by announcing the launch of a modular upgrade for its flagship smartphone.
The backwards compatible hardware units mean users of last year’s Fairphone 3 only need swap out a few modules to be holding the Fairphone 3+ in their hand instead of buying a whole new device.
Fairphone pulled off a similar feat with an earlier model of its ‘ethical smartphone’ but this time it’s managed to shrink the time it took it to offer ‘plug and play’ upgrade modules for its latest gen device.
“What we’ve been able to do is get that whole idea of plug and play to the consumer within the smartphone business,” says Fairphone co-founder Bas van Abel . “That part is not trivial because you have to imagine that getting everything into that module and being able to put it into the old phone… Not only the hardware has to fit and everything has to connect in the right way in that previous kind of architecture but also the software.
“But we’ve been able to do that, and it took some time but we’ve done it way faster than we were able to do it with the Fairphone 2. So we’re proud of that as well.”
“The most important part is it’s really also a signal towards the industry that it’s possible to do upgrades with your phone and not have to come out with a totally new phone every year,” he adds.
Finding clever ways to extend device longevity is a core plank of Fairphone’s mission. The biggest resource sinkhole associated with smartphone consumption is the annual or biennial upgrade cycle which encourages consumers to swap perfectly functional phones for a shiny new model. Fairphone 3 owners can get its latest kit with a cleaner conscience.
Fairphone is selling the Fairphone 3+ camera modules separately for current Fairphone 3 users — at an initial cost of €70 until the end of September (rising to ~€95 from October).
It is also selling a Fairphone 3+ handset for an RRP of €469, aimed at new to the brand users — opening up pre-sales from today on its website and via partner retailers, with a release date of September 14 across Europe.
Specs wise, the 4G Fairphone 3+ has a 5.7in Full-HD display with an 18:9 aspect ratio and is powered by a Qualcomm Snapdragon 632 chipset. Out of the box it runs Android 10. On board there’s 4GB of RAM and 64GB of ROM, expandable via microSD. The removable battery is 3,000mAh. There’s also Bluetooth 5.0, NFC and a fingerprint scanner.
van Abel confirms the business will continue to sell last year’s flagship — but at a reduced price of around €400.
The 3+ modules are only backwards compatible one generation of Fairphone which means anyone still using a Fairphone 2 can’t get this plug and play upgrade. The blocker there is the core module, per van Abel, who says not being able to swap the SOC out for an upgraded chipset remains the biggest challenge for modular upgrades that are able to span more than one smartphone generation.
“Our vision is definitely there that you can also eventually replace the core module… where the modem and the processor is,” he says, hazarding that it might be possible “within a couple of years”.
However the wider issue is the component industry still moves so fast it remains way out of step with Fairphone’s goal of longevity. The social enterprise pledges to provide up to five years of support for each device it sells, meaning it needs relevant spare parts to still be available in order that it can offer replacements or else stockpile them itself — a capital intensive process. And one that’s at sharp odds with the blistering upgrade trajectory of processor manufacturers.
From a sustainability and resource perspective, the best option is also for a smartphone user to keep using the same chipset for as long as possible. The maturity of the smartphone market and commoditization of the tech — leading to the more iterative device refreshes we generally see now — also tacitly supports that.
van Abel can point to consumers holding onto a handset for an average of about double the time they did when Fairphone got started. It’s a drift that’s providing uplift to environmentally sensitive brand focused on innovating to produce smartphones with a longer lifespan.
“We’ve done a lifecycle assessment on the Fairphone 3 and what comes out of that we’ve also tested what parts of the phone have what kind of footprint and you also see that almost 80% of the CO2 footprint of the phone is within the making and the production of the SOC,” he says. “So that means that if you really want to look at it from a sustainability perspective it really makes sense to keep that part of the phone just as long as possible. Because most of the harm on nature is on that part. So even replacing that part — being able to swap that part — it’s great but it’s kind of a shame that we throw away a lot of stuff and modules and components in the phone.”
“Recycling in the phone business at the moment is plain stupid,” he adds. “How it’s done is you collect the phones and they put them in an oven — they burn them. And then they get the minerals out… You can still reuse the minerals but there’s nothing smart about that. Nothing really has been reused so all the capacitors, the glass of the screen… So it does make sense at a certain point to being also able to swap the processor like you were able to do with the computers in the old days.”
When we reviewed the Fairphone 3 last year we were impressed by how normal the Android device felt — belying its modular, deconstructable interior and all the years of effort Fairphone has ploughed into scrutinising and reworking supply chains to be able to stand up its bold claim of a phone that “dares to be fair”.
Now, with the launch of the Fairphone 3+ modules, last year’s handset is getting a boost to its camera hardware — with a 48MP main lens and a 16MP front-facing lens offered as replacements to last year’s 12MP and 8MP units via the new modules (the main and front modules can be purchased separately or as an upgrade bundle).
On the surface that looks like a huge step up in hardware but it’s down to the camera module using the Samsung GM1 sensor — which uses tiny pixels of 0.8-micro to deliver light sensitivity equal to 1.6-micro pixels.
So it’s actually a software technique to eke more out of the hardware, with a trade off in that it entails some compression of picture quality. A Fairphone spokeswoman confirmed the main lens’ “effective output” is still 12MP. “This is common practice in the industry with phones such as the Samsung S5KGM1, Samsung Galaxy A90 5G, Nokia 7.2 and the Sony IMX363,” she added.
As we noted in our review of the Fairphone 3 last September, the 2019 flagship took a fairly standard snap — with photo quality closer to acceptable, than stand out. The performance gap vs the premium end of the smartphone market was noticeable, even as Fairphone had substantially bested performance vs its earlier handsets.
The company looks keen to further shrink the photo quality gap. Now it touts “significantly” improved photo and video quality via the 3+ upgrade — which it says supports “sharper selfies and clearer video calls”.
It’s also done work to optimize the software, noting support for enhanced object tracking, faster autofocus and image stabilization “for more reliable shots”, as well as “louder, crisper sound” on the audio front, per its press release.
A focus on boosting photo and video performance makes sense given how central the camera has become for smartphone users — feeding into the rise of trendy social video sharing apps like TikTok.
Successfully convincing consumers to hold onto their existing handset for longer means paying attention to such app trends to make sure hardware and software are keeping up with how people are using their phones.
For buyers of the Fairphone 3+ handset there’s another improvement: It boasts 40% recycled plastics — up from just 9% in last year’s model. Fairphone says the volume of recycled plastics is now equivalent to a 33cl plastic drinking bottle — so that’s one piece of plastic waste prevented from ending up in the sea (for now).
While some might wonder if there’s a subtle contradiction in a sustainable smartphone brand launching a new model only a year after unboxing last year’s flagship, van Abel says expanding the portfolio in important — as part of the overall mission to grow demand for ethical smartphones.
That demand is in turn needed to build momentum for the kind of industry-wide shift required for a wholesale upgrade to a circular economy. And the potential of offering devices as a services.
“We want to sell as many phones as possible — because our mission is to show that there is a demand for ethical phones,” he tells TechCrunch. “So the more phones we sell the more we can show that the demand is really there. But that also makes a problem in terms of longevity so we have another KPI where we say we want people to use our phone as long as possible — so we measure how long people actually use our phones and that’s improving every year as well. So a sales person at Fairphone they get a very hard kind of assignment because they have to sell as many phones as possible but they can’t approach people that already have them.”
“We’re challenging ourselves to disconnect the business model from these resources as much as possible but because we take that challenge in the core of our business I think we’re also ahead of where the industry needs to move towards,” he adds.
“Nobody can neglect the fact that we’re running out of resources and it’s getting harder and harder to get these resources. Look at cobalt, for example. Lithium ion batteries. There’s a run on cobalt. It’s gone like 10x, 20x the price it used to be — because we have this energy transition that we need all kinds of batteries for. So even sustainability needs these resources that you can’t get purely from recycling. So we know that this has to change. Even for geopolitical reasons I think that what we’re doing forces us to be ahead of the game.”
Demand for Fairphones has been building steadily over the past decade and the social enterprise is now “almost” at profitability, per van Abel. “We’ve sold over 200k phones — of which 60k were Fairphone 1s. We’ve sold over 100k Fairphone 2s. And last year we sold almost 50k Fairphone 3s and this year we’re aiming for over 100k Fairphone 3+,” he says.
“We’ve never had a portfolio. Now we actually have a portfolio of two phones, Fairphone 3 and 3+, because we’re going to sell the 3 as well at a lower price with the older modules — the previous modules — and the 3+ with the new modules. So that we also have a price point for people that don’t need the newest camera improvements.”
Fairphone remains very much a European project — one that’s perfectly positioned to benefit from a pan-EU push towards sustainability and a circular economy in the coming years. (A ‘right to repair’ Commission proposal for mobiles certainly looks helpful.)
For now, the biggest market for Fairphones is still Germany, per van Abel. While he says its focus for sales of the new portfolio is to push for more growth in Germany, with France, Holland and the UK its other main markets of continued focus. “We’re aiming more also at Scandinavia,” he adds.
“The danger of a commoditizing industry is where you get a lot of easy, cheap access to all these technologies and you see it moving towards two sides: The high end and the really low end stuff. But I hope that customers will also value the companies themselves, and the brands and what they stand for. Whereas [iPhone maker] Apple stands for design; they have a premium to it — you buy something more than just the phone. And I think Fairphone has that as well.
“We have a compelling story. Especially you see the group of conscious consuming growing within every report I read. You see it growing steadily each year. So people do take more notice of what they actually buy.”
Funding wise, the social enterprise is comfortably positioned with the debt, equity and growth financing it raised a few years back from impact investors. Though van Abel moots the possibility of taking in more funding to put towards marketing and help it keep scaling.
“But at the moment we’re good,” he adds. “The impact investors are very patient. It goes with the mission of the company. I think people really are part of Fairphone — participate in this company because they believe not only in the cash return but also in the impact.”
He also notes that Fairphone is also doing separate financing for some related initiatives in the supply chain which are required to underpin its claim of fair and ethical electronics.
“A good example of that is the fair cobalt alliance that we’ve just set up,” he says. “We’re really proud of that. We have set up a great consortium with mining companies, with refineries, with big companies like Signify, that are part of that supply chain of cobalt. It’s partly funded, as well, by the Dutch government. So we have more of a broker position — and that is the nice thing about being a social enterprise. You sometimes can be in between the non-profit and the for-profit sector. You can bridge easily those two worlds.”
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During the COVID-19 pandemic, supply chains have suddenly become hot. Who knew that would ever happen? The race to secure PPE, ventilators and minor things like food was and still is an enormous issue. But perhaps, predictably, the world of “supply chain software” could use some updating. Most of the platforms are deployed “empty” and require the client to populate them with their own data, or “bring their own data.” The UIs can be outdated and still have to be juggled with manual and offline workflows. So startups working in this space are now attracting some timely attention.
Thus, Craft, the enterprise intelligence company, today announces it has closed a $10 million Series A financing round to build what it characterizes as a “supply chain intelligence platform.” With the new funding, Craft will expand its offices in San Francisco, London and Minsk, and grow remote teams across engineering, sales, marketing and operations in North America and Europe.
It competes with some large incumbents, such as Dun & Bradstreet, Bureau van Dijk and Thomson Reuters . These are traditional data providers focused primarily on providing financial data about public companies, rather than real-time data from data sources such as operating metrics, human capital and risk metrics.
The idea is to allow companies to monitor and optimize their supply chain and enterprise systems. The financing was led by High Alpha Capital, alongside Greycroft. Craft also has some high-flying angel investors, including Sam Palmisano, chairman of the Center for Global Enterprise and former CEO and chairman of IBM; Jim Moffatt, former CEO of Deloitte Consulting; Frederic Kerrest, executive vice chairman, COO and co-founder of Okta; and Uncork Capital, which previously led Craft’s seed financing. High Alpha partner Kristian Andersen is joining Craft’s board of directors.
The problem Craft is attacking is a lack of visibility into complex global supply chains. For obvious reasons, COVID-19 disrupted global supply chains, which tended to reveal a lot of risks, structural weaknesses across industries and a lack of intelligence about how it’s all holding together. Craft’s solution is a proprietary data platform, API and portal that integrates into existing enterprise workflows.
While many business intelligence products require clients to bring their own data, Craft’s data platform comes pre-deployed with data from thousands of financial and alternative sources, such as 300+ data points that are refreshed using both Machine Learning and human validation. Its open-to-the-web company profiles appear in 50 million search results, for instance.
Ilya Levtov, co-founder and CEO of Craft, said in a statement: “Today, we are focused on providing powerful tracking and visibility to enterprise supply chains, while our ultimate vision is to build the intelligence layer of the enterprise technology stack.”
Kristian Andersen, partner with High Alpha commented: “We have a deep conviction that supply chain management remains an underinvested and under-innovated category in enterprise software.”
In the first half of 2020, Craft claims its revenues have grown nearly threefold, with Fortune 100 companies, government and military agencies, and SMEs among its clients.
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Over the past two years, the global supply chain has been hit with two major upheavals: the United States-China trade war and, more cataclysmically, COVID-19.
When Reefknot Investments launched its $50 million fund for logistics and supply chain startups last September, the industry was already dealing with the effects of the tariff war, says managing director Marc Dragon. Then a few months later, the COVID-19 crisis began in China before spreading to the rest of the world, disrupting the supply chain on an unprecedented scale.
Almost all industries have been impacted, from food, consumer goods and medical supplies to hardware.
Reefknot, a joint venture between Temasek, Singapore’s sovereign fund, and global logistics company Kuehne + Nagel, focuses on early-stage tech companies that use AI to solve some of the supply chain’s most pressing issues, including risk forecasting, financing and tracking goods around the world.
In March, around the time the World Health Organization declared the COVID-19 crisis a pandemic, Reefknot surveyed nine shippers about the challenges they face. While there are other macroeconomic factors at play, including Brexit and the oil price war, the survey’s main focus was on the combined effect of COVID-19 and the U.S.-China trade war on the supply chain and logistics industry.
According to the study, the main things shippers want is the ability to dynamically manage supply chain risks and operations and optimize cash flow between corporate buyers and their suppliers, who often struggle with working capital.
Many of the current solutions used in the supply chain involve a lot of manual tasks, including spreadsheets to predict demand, phone calls to confirm capacity on planes and ships and checking goods to make sure orders were fulfilled properly.
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The UK government has confirmed a widely expected U-turn related to “high risk” 5G vendors linked to the Chinese state — attributing the policy shift to the US recently imposing tighter sanctions on Huawei’s access to its technologies.
UK digital minister Oliver Dowden told parliament the new policy will bar telcos from buying 5G kit from Huawei and ZTE to install in new network builds from the end of this year. While any of their kit that’s already been installed in UK 5G networks must be removed by 2027.
Although legislation to enable the enforcement of the policy has still to be laid before parliament and could face challenges from MPs who want to seek a more rapid removal of Huawei kit.
Yesterday telco BT warned against any overly rapid rip-out of existing Huawei kit, suggesting it could cause mobile network outages, generate security risks and further delay upgrades to the country’s fiber broadband network which the government included in its manifesto. BT CEO Philip Jansen had suggested an ideal timeframe of seven years to remove existing Huawei 5G kit so the government appears to have served up its best case scenario, while still piling additional cost on next-gen network builds.
Dowden conceded that the new policy will also delay the rollout of UK 5G networks but claimed the government is prioritizing security over economic considerations.
“Clearly since January the situation has changed. On the 15th of May the US Department of Commerce announced that new sanctions had been imposed against Huawei through changes to the foreign direct product rules. This was a significant material change and one that we have to take into consideration,” he told parliament.
“These sanctions are not the first attempt by the US to restrict Huawei’s ability to supply equipment to 5G networks. They are, however, the first to have potentially severe impacts on Huawei’s ability to supply new equipment in the United Kingdom. The new US measures restrict Huawei’s abilities to produce important products using US technology or software.”
Dowden said the National Cyber Security Center had reviewed the new US sanctions and “significantly” changed their security assessment as a result — saying the government would publish a summary of the advice that had led to the policy U-turn when challenged on the U-turn by the shadow digital minister.
“Given the uncertainty this creates around Huawei’s supply chain the UK can no longer be confident it will be able to guarantee the security of future Huawei 5G equipment affected by the change in US foreign direct product rules,” Dowden added.
A Telecoms Security Bill had been slated to be introduced before the summer recess but will now be delayed until autumn given the policy swerve.
In terms of costs and time associated with restricting and then ripping out Huawei kit from UK 5G networks, Dowden suggested it would add between two to three years more to 5G rollouts — and cost up to £2BN.
“We have not taken this decision lightly and I must be frank about the consequences for every constituency in this country,” he said. “This will delay our roll out of 5G. Our decisions in January had already set back that rollout by a year and cost up to a billion pounds. Today’s decision to ban the procurement of new Huawei 5G equipment from the end of this year will delay the rollout by a further year and will add up to half a billion pounds to costs.”
The additional set of requiring operators to rip out existing Huawei 5G kit by 2027 will entail “hundreds of millions of pounds” more to their costs.
“This will have real consequences for the connections on which all our connections relay,” he further cautioned, warning against that going any “faster and further” than the 2027 target — saying to do so would add “considerable and unnecessary” additional costs and delays.
“The shorter we make the timetable for removal the greater the risk of actual disruption to mobile networks,” he also said.
It’s a very significant change of government policy vs the package of restrictions announced in January when Boris Johnson’s government expressed confidence it could manage any risk associated with vendors with deep links to the Chinese state.
And Dowden faced a barrage of questions from opposition politicians about the “screeching U-turn” and the associated delays to the UK’s 5G network infrastructure from not having taken this decision six months earlier.
Shadow digital minister Chi Onwurah said the government’s digital policy lay in tatters — and called for it to set up a multi-stakeholder taskforce to lead the infrastructure charge. “This entire saga has shown that the government cannot sort this mess out on their own,” she said. “We need a taskforce of industry representatives, academics, startups, regional government and regulators to develop a plan which delivers a UK [5G] network capability and security mobile network in the shortest possible timeframe.”
On government backbenches, Dowden’s statement was more broadly welcomed. Although Johnson has faced significant internal opposition from a group of rebel MPs in his own party to his earlier Huawei policy so it remains to be seen whether they can be convinced to back the new package. One rebel MP source, speaking to the Guardian, warned the fight is back on — saying they’ll table amendments to the telecoms security bill to further shrink the timeframe to rip out Huawei kit, including also for 3G and 4G, not just 5G.
On the issue of what’s to be done with kit from high risk vendors that’s in use in non-5G networks, the government sought to slip in another delay today — with Dowden telling parliament the issue “needs to be looked at”, and announcing a “technical consultation with operators to understand their supply chain alternatives”.
“Given there is only one other appropriate scale vendor for full fiber equipment we are going to embark on a short technical consultation with operators to understand their supply chain alternatives. So that we can avoid unnecessary delays to our Gigabit ambitions and prevent significant resilience risks,” he said.
The technical consultation will determine government policy toward Huawei outside 5G networks, Dowden added.
The government has said before it’s taking steps to increase diversification in the supply chain around 5G network infrastructure kit. Dowden reiterated that line today, saying the UK is working with Five Eyes partners to try to accelerate diversification, while tempering the ambition by couching it as a global problem.
Over the longer term he said the UK wants to encourage and support operators to use multiple vendors per network as standard, though again he cautioned that the development of such open RAN networks will take time.
In the nearer, medium term, he suggested other large scale vendors would be needed to step in — saying the government is already having technical discussions with alternative telecoms kit makers, including Samsung and NEC, about accessing the UK market to plug the gap opened up by the removal of Huawei equipment.
“We are already engaging extensively with operators and vendors and governments around the world about supporting and accelerating the process of diversification. We recognize that this is a global issue that requires international collaboration to deliver a lasting solution so we’re working with our Five Eyes partners and our friends around the world to bring together a coalition to deliver our shared goals,” he added.
We’ve reached out to Huawei for comment. Update: In a statement, Ed Brewster, a spokesperson for Huawei UK, told us:
This disappointing decision is bad news for anyone in the UK with a mobile phone. It threatens to move Britain into the digital slow lane, push up bills and deepen the digital divide. Instead of ‘levelling up’ the government is levelling down and we urge them to reconsider. We remain confident that the new US restrictions would not have affected the resilience or security of the products we supply to the UK.
Regrettably our future in the UK has become politicized, this is about US trade policy and not security. Over the past 20 years, Huawei has focused on building a better connected UK. As a responsible business, we will continue to support our customers as we have always done.
We will conduct a detailed review of what today’s announcement means for our business here and will work with the UK government to explain how we can continue to contribute to a better connected Britain.
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The economic lockdown resulting from the coronavirus pandemic has had an immediate negative impact on renewable energy projects and electric vehicles sales, but the sustainable trends are still in place and may even be strengthened over the longer term.
For the first time in four decades, global installation of solar, wind and other renewable energy will be less than the previous year, according to the International Energy Agency, which is projecting a 13% reduction in installations in 2020 compared to 2019. Woods Mackenzie projects an 18% reduction for global solar installations in 2020. Morgan Stanley is projecting declines in U.S. solar PV installations from 48% in second quarter to 17% in the fourth quarter of 2020.
This is due to a combination of construction delays, supply chain disruptions and a capital crunch.
Installation of rooftop solar has been hit particularly hard. Access to homes and businesses was generally halted in March 2020 for several months. Installers have indicated that as much as half the workforce had to be furloughed. The supply chain was also disrupted as PV manufacturing in China was temporarily suspended. Installations and the supply chain will resume, and most contracts are still in place, but the robust projected growth in rooftop PV for 2020 will not be met, and it may take more than a year to catch up. Also, some businesses that planned installations may have higher priorities for cash and investment now as they reopen. Many of the small businesses planning solar installations may not return at all.
On the other hand, utility scale electricity generation from renewable energy continues to grow and take market share. In the first part of this year, renewable energy has produced more electricity than coal for the first time since the late 19th century, when hydropower started the power industry. Wind and solar are the cheapest alternatives for new electric generation in the U.S. The pandemic and collapse in oil prices will not change that. The closure of coal plants has been accelerating this year, and wind and solar will continue to be competitive with gas.
Furthermore, most solar and wind farms were already financed and construction underway in rural areas not affected by the lockdown. About 30 GW of new solar capacity have already been contracted, and as long as interest rates remain low, financing should not be a problem. In fact, many solar and wind projects in the U.S and China are rushing to completion this year to qualify for government incentives.
But supply chains for utility scale renewables were still disrupted. Solar panel manufacturing in China was halted during the first quarter and has now reopened, but facing reduced orders. At one point, 18 wind turbine manufacturing facilities in Spain and Italy were stopped while social distancing and sanitation measures were put in place. Mining operations in Africa and other countries were also temporarily halted and now face reduced demand.
The replacement of oil and gas electricity generation with renewables in developing countries is not going to seem as attractive as a few years ago. Emerging economies need to expand electricity as cheaply as possible, which means coal, gas and even diesel plants. New fossil fuel plants in developing nations could lock in carbon emissions for years.
Electric vehicle sales globally have also been severely impacted. The transition to electric vehicles takes place as people purchase new vehicles. The price of oil has collapsed, used-car prices are dropping and unemployment has soared to levels not seen since the Great Depression. Cheap gas, cheap cars and high unemployment will dramatically lower the expectations for multipassenger EV sales in 2020. Wood Mackenzie has projected a 43% global decline in EV sales in 2020 from 2019. Furthermore, many new electric models from the automakers are not expected until 2021.
However, the long-term transition to EVs will continue and may even accelerate. It still costs less to drive a mile on electricity compared to gasoline, and when the upfront cost of electric vehicles becomes competitive with internal combustion vehicles in a few years, the market should quickly move to EVs. Now that the battery range is adequate for the average driver, the last barrier seems to be the availability of fast charging stations between cities.
Before the collapse in oil demand this year, the oil majors were expecting peak oil demand to occur sometime during the 2040s. Now peak oil demand is expected earlier, perhaps in the mid-2020s. Some even think that 2019 might turn out to be the highest level of oil consumption historically. At any rate, it seems that it will be at least a few years until the 2019 levels are reached again, if ever.
However, the recent collapse in oil prices means the oil and gas industry will be able to supply fuel at very competitive prices for decades. This will at least make it more difficult for electric vehicles to take market share in the short term, and very difficult for alternative liquid fuels to be competitive. For biofuels and synthetic fuels, it seems to be a repeat of earlier decades when cheap oil crushed those industries. Replacing gas and diesel-powered cars is certainly going to be unattractive in the impoverished economies of developing nations.
But there are also bright spots for clean transportation alternatives emerging. Electric bicycles, for example, are a hot item. As people look for alternatives to mass transit and want something to move outdoors in the fresh air, electric-assisted bikes are a great solution and are no longer looked down upon as a vehicle for older (or lazy) cyclists.
Telecommuting struggled for years to take hold, but the pandemic seems to have finally changed that. The recent national lockdown has spurred many large businesses to set up their employees to work from home. They have found that it works fairly well, and many will not return to packed downtown offices.
Several experts have cited the potential for cleaner energy alternatives because the public is seeing cleaner air and the environmental benefits of a 30% reduction in daily oil consumption. Some consumer surveys have indicated a greater interest in electric vehicles.
There is certainly the hope that we will take the opportunity to revive the economy with cleaner technologies than before the lockdown. However, the reality is that workers and businesses need to start up again with the infrastructure they have, and investment in cleaner technology requires capital. Since many business operations are struggling to find cash and loans to just remain open, new clean technology may be delayed.
Yet the major infrastructure changes for a sustainable future are well underway. Solar and wind are rapidly replacing fossil fuels for electricity. Automakers and governments are committed to electrification of the transportation sector. The pandemic may be a near-term obstacle, but the transition to a sustainable economy is just delayed and may even be accelerated in the coming years.
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Global trade watchers breathed a sigh of relief on January 15, 2020.
After two years of threats, tariffs and tweets, there was finally a truce in the trade war between the U.S. and China. The agreement signed by President Trump and Chinese Vice Premier Liu He in the Oval Office didn’t resolve all trade tensions and maintained most of the $360 billion in tariffs the administration had put on Chinese goods. But for the first time in months, it looked like manufacturers, importers and shippers could start to put two difficult years behind them.
Then came COVID-19, at first a local disruption in Wuhan, China. Then it spread throughout Hubei province, causing havoc in a concentric circle that eventually engulfed the rest of China, where industrial production fell by more than 13.5% in the first two months of the year. When the virus spread everywhere, chaos ensued: Factories shuttered. Borders closed. Supply chains crumbled.
“It has had a cascading effect through the entire world’s economy,” says Anja Manuel, co-founder and managing partner of Rice, Hadley, Gates & Manuel LLC, an international strategic consulting firm based in Silicon Valley.
The crisis has caused a drastic contraction in global trade; the World Trade Organization estimates trade volumes will fall 13-20% in 2020. And spinning activity back up could be tricky: Even as China starts to get back online, the slowdown there could reduce worldwide exports by $50 billion this year. When factories do reopen, there’s no guarantee whether they will have parts available or empty warehouses, says Manuel, who also serves on the advisory board of Flexport, a shipping logistics startup. “Our supply chains are so tightly-knit and so just-in-time that throw a few wrenches in it like we’ve just done, and it’s going to be really hard to stand it back up again. The idea that we go back to normal the moment we lift restrictions is unlikely, fanciful, even.”
Getting to that new normal, though, is a job that a number of logistics startups are embracing. Already on the rise, companies like Flexport, Haven and Factiv see a global trade crisis as a setback, but also an opportunity to demonstrate the value of their digital platforms in a very much analog industry.
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We recently interviewed Jon McNeill to learn more about his newest project, a startup studio called DeltaV Ventures. But we also wanted to hear about what it’s like to work inside of Tesla and Lyft.
McNeill spent two-and-a-half years as the carmaker’s president, heading up global sales, marketing, delivery and government relations before heading to Lyft in early 2018, where he served as COO for 18 months. (He left four months after the ride-hail company’s IPO last year.)
He shared his take on his experience at both places, and what, from each, he is using and eschewing at DeltaV. Our conversation has been edited lightly for length and clarity.
TechCrunch: What was it like working with Elon Musk?
Jon McNeill: To me, it was fascinating. He’s the best practitioner of my craft as an entrepreneur. It’s hard to name another entrepreneur who has started four companies, all of which are worth more than $10 billion in market cap [and] several of which are worth more than $50 billion.
We were in hyper-growth mode, and there were no playbooks. Like, literally, when I started, the company had about $2 billion in annual run rate revenue, and three years later, it had $20 billion in annual run rate revenue. And there are no playbooks for that, so we were innovating constantly to either try to get ahead of that growth or just to keep up with it.
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