An estimated 168 million tonnes of food is lost or wasted in North America each year[i], with 49 million tonnes lost or wasted at the pre-harvest stage alone[ii]. Additionally, 20% to 40% of food production is lost to pests and diseases before it leaves the farm[iii]. Impacts include 193 million tonnes of greenhouse gas emissions, 55 million acres of cropland production being wasted and a US$278 billion loss in the market value of annual food production.
Precision agriculture is playing a pivotal role in tackling this problem – and the market is predicted to reach US$10 billion globally by 2023, up from US$4.8 billion in 2017[iv]. In that light, says Cape Town-based Aerobotics, it crisscrossed the US during July to introduce growers to its world-leading tree crop and vine artificial intelligence and empower them to participate in this sustainability solution during the inaugural Trees & Tech US Roadshow.
Aerobotics is a software and analytics company that uses artificial intelligence to collect high-resolution drone imagery to survey fields for growers and crop insurers and produce per-tree analytics including health, canopy area, height, and volume. The company’s focused drone scouting and inspection capabilities are used to detect and classify pests and diseases as well as to accurately estimate yields 15 times faster and with 20 times more data points than current methods. To date, 35 million trees have been processed globally, with 30 million identified in the last 12 months.
Aerobotics’ CEO James Paterson says: “We are very grateful to our partners AgFunder, Farmers Business Network, MicaSense, the Produce Marketing Association, the Farmer Veteran Coalition, Scholar Farms, SenseFly, AgProz, HarvestPort and Blue Book Services for enabling us to share the world’s top-performing early-stage problem detection technology with forward-thinking audiences around the country.”
During the Roadshow, the agritech company engaged with over 250 growers, pest control agents, resellers and extension agents across the country, including the largest citrus and apple growers in the world.
Alastair Curtis, Aerobotics’ Head of USA Operations, said that growers who attended were particularly interested in the company’s yield prediction and estimation capabilities as no one has done this before. “In addition, drone operators who were present at the events consistently expressed that ours was the best software they had ever seen.”
One of these operators, Mark Hull, who is the Owner of All Drone Solutions, says: “Aerobotics is in a prime position to really make an impact on the agriculture industry and how it uses aerial data. Their approach to working both with those farmers who own drones or those who do not want to own or manage drones allows for a lot of flexibility and options. It makes the job of getting the data easier and less of a hassle – a ‘one call does it all’ type of approach.
“The analytics offered by Aerobotics is what really separates them from the rest. They offer the most complete and advanced set of analytics and scouting tools available to growers today. They have considered the many different needs of growers and provide a very clean and user-friendly control panel. The process of setting up a scouting route, and the integration of their scouting app, is impressive and very powerful. The scouting app completes the missing link where so many drone data companies have been falling short.”
Gina Northover-Moore, CEO of Ag Drone Data Services, says: “What we have found with using competitors’ programs is that they’re buggy, and the process time takes several hours. We don’t have several hours to wait and see if our maps are uploaded correctly and then go through evaluating each map. When using Aerobotics, clients can do all their work within one program, and the program is solid. With other programs, we cannot share the data with our customers for review. The competitors have their software locked down to where it’s difficult for our clients to view the reports on third party programs.
“With Aerobotics, it’s all there, and reliable, with so many options to view the health analysis of your crops whether you’re in the office or the field. It’s a rock-solid program that we’re excited to utilize for our farmers and growers here in the Western US.”
“We now farm in a Digital Era where it is all about using data to make farming practices more efficient, make decisions at the right times and plan better. By taking our technology to growers via the Trees & Tech US Roadshow, we have shown them that they can have accurate data about every single tree in their fields quite literally in the palm of their hands on the Aeroview app, enabling them to make data-driven decisions that can prevent food loss and waste,” says Tim Willis, Aerobotics’ COO.
To help growers take full advantage of precision agriculture, Aerobotics has invested in setting up a world-class team and has relocated key management to the United States.
For more information, go to www.aerobotics.com or to get the Aeroview app, go to the App Store or Google Play:
How panic-buying disrupts traditional supply chains
Panic buying has become commonplace during the COVID-19 crisis. PAULO DE MATOS, chief product officer at SYSPRO, outlines how good technology and ingenuity is panic-proof.
Amid the COVID-19 pandemic, the world cannot afford for manufacturing and distribution to grind to a halt. From food on our shelves, to medical necessities, these sectors are at the heart of our economy and must keep going at all costs. Although the global supply chain is usually a well-oiled machine consisting of a system of organizations, people, processes, information and resources, disruption of this well-oiled machine has become the new reality. According to a new survey released by the Institute for Supply Management (ISM), 75% of companies worldwide have reported supply chain disruptions as a result of COVID-19. Added to that is the increasingly unpredictable demand caused by panic buying and consumer stockpiling.
Reinventing the supply chain to face the challenges of today
In response to the pandemic, manufacturers and distributors have had to pivot in a new direction, to turn the supply chain challenge into a competitive advantage through ingenuity.
The US recently invoked the Defense Production Act to allow American manufacturers to suspend their normal production schedules and begin manufacturing materials such as ventilators, which are needed in this time of crisis. The Act, which was originally passed in 1950, was a war mobilization effort. It allowed the government to direct efforts of manufacturers to focus production on the much-needed necessities in times of need, from medical supplies through to necessary disinfection products.
Australia has applied a similar approach through the implementation of ‘wartime’ manufacturing. Due to a shortage of necessities like ventilators and hand sanitizers, the Australian government is offering financial packages that incentivize factories to manufacture critical supplies. For example, one of Australia’s biggest packaging companies, Pact Group, is converting production lines at three of its Sydney plants as it starts making hand sanitizer for the first time, instead of industrial cleaners.
Within Canada and South Africa, distilleries have also committed to supplying alcohol, a key ingredient in hand sanitizer.
Using technology to ensure long-term resilience
Until recently, China has consistently supplied global manufacturers with the bulk of their required components, raw materials and or processed materials. Presently, 6 in 10 (62%) of the respondents of the Institute for Supply Management (ISM) survey have reported that they have experienced increasing delays in receiving orders from China. This is of course just the tip of the iceberg, with the pandemic now impacting almost every country in the world; delays are going to begin affecting deliveries from every country, and the lateness of the delivery is expected to increase. With the increasing shortages of parts, global manufacturers are now scrambling to identify alternative suppliers and supply chains to make up for the missed deliveries.
Technology systems, such as Enterprise Resource Planning (ERP) systems, can certainly improve the situation by giving manufacturers improved visibility of the reliable local suppliers and their supply chains. Through ERP integration, representatives from different supplier companies can interact on a single platform, improving the flow and availability of information and improving the reliability of delivery. For example, the SYSPRO Supply Chain Portal was originally launched with a Request for Quote capability, which enabled the formal invitation of suppliers to tender for the supply of goods and services. Not only can manufacturers identify local suppliers who can meet their orders in a time of scarcity, but manufacturers themselves could easily find alternative suppliers.
ERP also has the added advantage of reducing document handling and other manual activities and facilitates cross functional collaboration by enabling an online process for engaging with customers and suppliers. What’s more, planned receiving and manufacturing process steps can be amended temporarily in your ERP system to include additional Quality Assurance. For example, the wiping down of surfaces and spraying of goods with appropriate chemical or detergent cleansers and adding waiting times before issue or delivery.
In times of unforeseen scarcity, as the world is currently experiencing with the COVID-19 pandemic, it is imperative that the supply chain is kept open and full. The challenge that the company faces is to identify the cheapest and easiest way to accomplish this, using their own unique combination of technology and ingenuity. If there is surplus stock in the supply chain, the surplus could easily be sold onto neighbouring organizations – after all, the function of a manufacturing organization is to fulfil whatever is identified as a shortage in the economy.
Managing disruption in the long-term
The World Economic Forum has suggested that moving forward after this pandemic, there will be a “new normal”, a need to manage disruption by developing predictive models for proactive scheduling, and dynamic planning of supply with careful consideration of the uncertainties and risks. This change will most likely usher in the next level of digital transformation, based on the collection and analysis of data from various disparate applications.
Ultimately, having the right combination of technology and dynamic ingenuity will allow manufacturers to weather the storm and navigate the unknown, bringing with it the success of discovering “the new world.”
Pandemic will change co-working – and vice versa
By CHARMAINE LAMBERT, WorkInProgress – an Absa Innovation Lab
The COVID-19 pandemic is set to realign the world’s social and economic structure, and fundamentally change the way people work and interact, personally and professionally. While the current social measures in place around the world are aimed at stemming the spread of the virus, there’s a good chance that there’ll be a residual adoption of elements of them as humanity adapts to ‘the new normal’ – because the world will fundamentally never be the same again.
Hundreds of thousands of people are set to lose their jobs as economies tank – but the optimistic view is that that’s an opportunity for the future, rather than the very real catastrophe it feels like at the moment – particularly in the SME space. It’s a rare economic situation that sees major corporations struggling as much as SME’s, and the upshot is that people may have to create employment opportunities for themselves and others, rather than returning to the jobs they had before the pandemic.
It’s clear that the world will need more entrepreneurs, whose smart ideas can help rebuild economies, create employment opportunities and re-establish – and rebuild – the livelihoods of entire communities.
Many have glibly asked ‘could that meeting have been an email?’ – but the reality is that the working world is rapidly discovering the benefits of finding new ways to address business needs, that rely less on physical face-to-face interactions. Catching up as a group on a Zoom meeting is important, but cutting out a commute, the niceties of the preamble to a meeting and repeating yourself for the guy who stumbled in five minutes late has made meetings more efficient and to-the-point.
Meetings won’t go away, because humans are collaborative. It takes one person to have a great idea, but it takes a team to realise and implement it – which is why co-working spaces will remain an important part of life for those taking up the challenge of employing themselves, and others by forming SME’s, in the new world order.
The shift in ways of working has also shown that decentralisation is possible – something that may become a necessity in the future. All those shiny offices in global centres are expensive line items on the annual budget, and since budgets are going to be way tighter – if not non-existent – in future, even SME’s may have to make peace with the fact that not everyone needs to share a space. And knowing what we know now about how easy it is to spread viruses in close-contact working spaces, there’s a convincing health argument for decentralisation, too.
If an SME team is driven enough, nobody will have to worry about clock-watching or ensuring that people are doing their jobs by having a manager stalking the halls and peering over cubicle walls. There will be essential functions that rely on being physically present in a space – but there’s no reason that different functions of a business can’t be split across different spaces, cities or even time zones to maximise efficiency and save costs. And with flexibility of working time now becoming an option across many industries, that demand will need to be catered for by SME’s and other employers, in the future.
Building more efficient spaces has been an important global trend over the past few years as companies realise the impact their business has on the planet. What about the environmental cost of getting people to that office every day, and of business travel? Cutting out the commute for the global workforce has already had a noticeable effect on the environment – fake-news dolphins in the canals of Venice, aside – so now that we’ve proven it’s possible to decentralise or work remotely, why not continue that?
Carbon monoxide emissions in New York have been slashed by 50% over the past few weeks – mostly on the back of reduced road traffic – and an analysis by climate website Carbon Brief indicates that the shut-down in China has resulted in a 25% drop in energy use and emissions over a two week period at the height of the pandemic there, which is set to lead to an overall drop of 1% in the country’s carbon emissions for 2020. As industry ramps up again around the world, emissions will rise once more, but those numbers do illustrate the significant impact a reduction in worker commuting, can have for the planet.
4IR Creating Opportunities
While there’s plenty of concern that the Fourth Industrial Revolution (4IR) is going to cost millions of jobs, it’s also set to deliver millions of opportunities and plenty of efficiencies.
Robotic Process Automation (RPA) can take over manual, repetitive tasks – but instead of making the people in those functions, redundant, it frees them up to tackle more important and non-automatable tasks which can improve business operations. The global economic crisis means that efficiency and multitasking are going to become the order of the day – something the lean SME space is used to, to an extent. Embrace technology and let the people who are the heart of your business focus on helping you re-establish it and re-invent it. It’s time to innovate.
While things are set to be very different, there’s a huge benefit to collaboration to establishing and maintaining a dynamic, agile business. Entrepreneurs and innovators thrive off being able to kick around ideas, sense-check decisions with others and find ways for seemingly-unrelated companies to work together to deliver unprecedented opportunity – and there’s nothing the world is going to need more than opportunity, once we come out the other side of this.