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To improve the support efficiency of the ground troops by LAA, different load-out options within a formation could be considered. For example, one option could be a ground-attack variant, characterized by a heavy weapon load-out, maximizing the kinetic strike potential. Another option could be a self-defence load-out, to defend primarily against opposing UCAS, helicopters and attacking aircraft. A huge drawback compared to the jet aircraft is the distinctively slower response time, due to the significant difference in speed.
Airfield requirements for LAA are less demanding compared to any jet aircraft. The required runway length and consistency grass or gravel , in combination with easier maintainability of the aircraft and minimal logistic effort, could turn even a small airstrip into a high-value FOB. This would offer completely new levels of integration for fixed-wing aircraft into the support of ground troops. Aircrews would have the valuable opportunity to plan and brief future operations face-to-face with the troops on the ground.
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The ground commander could be integrated in an airborne C2 function as mentioned above. In addition, the coordination with helicopter aircrews, who are using FOBs more regularly, could be instantly improved to ensure the joint cooperation. The benefits of this level of integration could be vital for the overall success of any future operation. The combination of an affordable aircraft, reasonable priced training for aircrews, straightforward maintenance and logistic requirements make it a great platform for economically unstable states.
The long-term goal would be to deploy LAA for Irregular Warfare IW operations in the aforementioned states by their own aircrews, without direct support of Alliance aircraft. The existing assets of 5 th generation fighters, legacy fighters and UCASs are sufficient and adequately equipped to operate in the joint arena of battlespaces around the globe.
Comparing the cost and effort to operate LAA in a permissive low-threat environment, such as Afghanistan or Iraq, with the 5 th generation fighter and even the legacy fighters, including the A Thunderbolt II, shows that this alternative could pay off quickly. Not only in monetary terms, but also with efficiencies in personnel and equipment. The LAA will not be a substitute for 5 th or even 4 th generation aircraft, but could be an expedient and economical short-to-mid-term solution to support the right kinds of operations for a prolonged time frame. The LAA concept offers great value for money.
There are several fully developed, battle-tested and readily available airframes already serving as LAA.
They support a variety of missions in operating areas which cannot be met by many other aircraft. This puts them in a top spot of the most efficient aircraft, tactically and economically. To benefit from the positive side effects ascribed to the fleet of legacy and 5 th generation fighters, an expeditious procurement of LAA seems to be a solid solution. Our regional on-the-ground operations teams use their extensive market-specific knowledge to rapidly launch and scale products, support Drivers, consumers, and restaurants, and build and enhance relationships with cities and regulators.
Regional presence, global scale. We have regional operations teams in all of our markets. These regional on-the-ground teams enable us to better understand and contribute to communities that we serve. For example, as we expand dockless e-bikes and e-scooters into new cities, we can leverage our regional operations teams to more efficiently launch in a given market.
Platform user support. Product Expertise. On-demand experience. We design mobile-native products that have defined the on-demand experience to power movement.
Budget Chapter 4
Contextual, intuitive interface. We aim to provide products that are consistent and easy-to-use for all platform users. We combine a sleek and seamless user interface with our artificial intelligence and machine learning capabilities to create a sophisticated yet user-friendly experience. Continuous, iterative feature and function development. By leveraging our network scale, we rapidly introduce and iterate new products and features in multiple markets across the globe.
Safety and trust. We design our products to include robust safety tools for all platform users. For example, in , we launched our Safety Toolkit, which allows both Drivers and consumers to access a menu of safety features directly from the home screen of our app. We have a two-way ratings system that enables both Drivers and consumers to rate each other, which increases accountability on our platform. We are investing in technology to power the next generation of transportation. ATG has built over self-driving vehicles, collected data from millions of autonomous vehicle testing miles, and completed tens of thousands of passenger trips.
Along the way to a potential future autonomous vehicle world, we believe that there will be a long period of hybrid autonomy, in which autonomous vehicles will be deployed gradually against specific use cases while Drivers continue to serve most consumer demand. As we solve specific autonomous use cases, we will deploy autonomous vehicles against them.
Such situations may include trips along a standard, well-mapped route in a predictable environment in good weather. In other situations, such as those that involve substantial traffic, complex routes, or unusual weather conditions, we will continue to rely on Drivers. Moreover, high-demand events, such as concerts or sporting events, will likely exceed the capacity of a highly utilized, fully autonomous vehicle fleet and require the dynamic addition of Drivers to the network in real time.
Our regional on-the-ground operations teams will be critical to maintaining reliable supply for such high-demand events.
- Orangeburg District and The War Between the States.
- S J MacDonald's Fourth Fleet Irregulars books in order.
- In Quietness & Confidence.
- Drop Debt: Surviving Credit Card Hell Without Bankruptcy!
- Mission Zero.
Deciding which trip receives a vehicle driven by a Driver and which receives an autonomous vehicle, and deploying both in real time while maintaining liquidity in all situations, is a dynamic that we believe is imperative for the success of an autonomous vehicle future. Accordingly, we believe that we will be uniquely suited for this dynamic during the expected long hybrid period of co-existence of Drivers and autonomous vehicles. Drivers are therefore a critical and differentiating advantage for us and will continue to be our valued partners for the long-term.
Our Market Opportunity. We address a massive opportunity in powering movement from point A to point B.
Fourth Fleet Irregulars
The scope of our bold mission, unparalleled size of our global network, and breadth of our platform offerings lead to a very large market opportunity for us. We include all passenger vehicle miles and all public transportation miles in all countries globally in our TAM, including those we have yet to enter, except for the 20 countries that we address through our ownership positions in our minority-owned affiliates, over which we have no operational control other than approval rights with respect to certain material corporate actions.
We include only these 57 countries in our SAM as they are the countries where we operate today, other than the six countries identified below where we experience significant regulatory restrictions. We also include all miles traveled in passenger vehicles for trips under 30 miles in our SAM. While we believe that a portion of our trips can be a substitute for public transportation, we exclude public transportation miles from our SAM given the price differential between the two modes of transportation.
Table of Contents We plan to grow our current SAM by expanding further into our six near-term priority countries, Argentina, Germany, Italy, Japan, South Korea, and Spain, where our ability to grow our Ridesharing operations to scale is currently and may continue to be limited by significant regulatory restrictions.
We already offer certain Personal Mobility products such as livery vehicles, taxi partnerships, and dockless e-bikes in several of these countries, and hope to grow our presence in these six countries in the near future to the extent regulatory restrictions are reduced. For trips under 30 miles, we estimate that these six countries account for 0. We calculate the market opportunity of these 0. Our near-term SAM consists of 4.
Meal Delivery. We expect that the home delivery market will continue to grow as a result of the convenience that it provides consumers. We believe that we penetrated 1. However, given that spend at eat-in restaurants is often tied to the dining experience, we do not expect to address all of the eat-in spending included in our TAM. While we do not include this spend in the estimates for our TAM, we believe that Uber Eats can address a portion of the spending on groceries with our existing meal delivery product.