Serve Proudly Announces Official Listing on Bittrex International

“Our listing on Bittrex International is a tremendous honor considering its highly selective process,” says Serve’s CEO Shahan Ohanessian. “It is not …

LOS ANGELES–(BUSINESS WIRE)–Feb 14, 2019–Serve – an emerging global leader decentralizing logistics services on the Blockchain – today announced the official listing of its SRV token on Bittrex International, a secure, reliable and advanced digital asset platform built on Bittrex’s cutting-edge trading technology. With all transactions now clearing through the leading cryptocurrency exchange, Serve furthers its goal of becoming a global engine for e-commerce while expanding its worldwide footprint.

“Our listing on Bittrex International is a tremendous honor considering its highly selective process,” says Serve’s CEO Shahan Ohanessian. “It is not only a vote of confidence that there is a global market for our blockchain-based technology but also a recognition of Serve’s potential to increase transparency and decentralize logistics for customers across the globe.”

Renowned for its innovative software and platform currently utilized by established delivery companies, Serve is at the forefront, making last-mile delivery logistics among other things a viable option for every business of any size. Offering solutions for the transportation, logistics and retail industries, with countless more applications to come, Serve removes unnecessary middlemen from transactions and enables full accountability into the entire supply chain and order process at every stage to help end users including enterprises and providers increase efficiency and reduce costs.

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About Serve

Serve empowers today’s on-demand consumer-driven environment by providing an intuitive, efficient, and global platform directly linking users, enterprises/businesses and delivery providers. Serve facilitates any transaction from ordering products, ridesharing, and deliveries of everything to everyone and everyone to everything. The Serve platform enables every person, business, and provider on the planet to buy/sell/receive/deliver pharmaceuticals, food, rides, products, groceries, services, and eventually anything. Serve – The World at your Service.

About BittrexInternational

Bittrex International operates a secure, reliable and advanced digital asset platform built on Bittrex’s cutting-edge trading technology. Our mission is to be a driving force in the blockchain revolution, increasing adoption of this innovative technology around the world. This international trading platform operates within the regulatory framework established by the European Union and Maltese Government, including the Malta Virtual Financial Assets Act. The company will apply to the Malta Financial Services Authority to become a regulated Virtual Financial Asset exchange. Learn more at

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PUB: 02/14/2019 01:30 PM/DISC: 02/14/2019 01:30 PM

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Online On-Demand Food Delivery Services Market 2019, By Key Players are- Deliveroo, Delivery …

Online On-Demand Food Delivery Services Market 2019, By Key Players are- Deliveroo, Delivery Hero, DoorDash, GrubHub, Just Eat Holding, …
Online On-Demand Food Delivery Services

Online On-Demand Food Delivery Services

This report focuses on the global Online On-Demand Food Delivery Services status, future forecast, growth opportunity, key market and key players. The study objectives are to present the Online On-Demand Food Delivery Services development in United States, Europe and China.

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Online on-demand food delivery service providers are adopting digital and social media promotional campaigns in their marketing strategies. These services are further boosted by digital platforms through mobile and smartphone technologies. Their various features increase their service visibility and expand their product portfolio. Further, service providers further use social media platforms to run their service promotions and campaigns. These platforms increase consumer engagement and create brand and service awareness. The increasing digital platform and consumer engagement on social media platforms is identified to be one of the key factors having a positive impact on the online on-demand food delivery services market.

In 2017, order-focused food delivery services dominated the market by accounting for a share of more than 95%

In 2017, the Americas dominated the global online on-demand food delivery services market and accounted for a share of more than 45%

In 2017, the global Online On-Demand Food Delivery Services market size was xx million US$ and it is expected to reach xx million US$ by the end of 2025, with a CAGR of 32.6% during 2018-2025.

The key players covered in this study

• Deliveroo

• Delivery Hero

• DoorDash

• GrubHub

• Just Eat Holding


• Foodler

• Postmates

• Swiggy

• OrderUp

• Munchery

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Market segment by Type, the product can be split into

• Order-focused food delivery services

• Logistics-focused food delivery services

Market segment by Application, split into

• Office buildings

• Family

• Other

Market segment by Regions/Countries, this report covers

• United States

• Europe

• China

• Japan

• Southeast Asia

• India

• Central & South America

Some Point from Table of Content:

1 Report Overview

1.1 Study Scope

1.2 Key Market Segments

1.3 Players Covered

1.4 Market Analysis by Type

1.4.1 Global Online On-Demand Food Delivery Services Market Size Growth Rate by Type (2013-2025)

1.4.2 Order-focused food delivery services

1.4.3 Logistics-focused food delivery services

1.5 Market by Application

1.5.1 Global Online On-Demand Food Delivery Services Market Share by Application (2013-2025)

1.5.2 Office buildings

1.5.3 Family

1.5.4 Other

1.6 Study Objectives

1.7 Years Considered

2 Global Growth Trends

2.1 Online On-Demand Food Delivery Services Market Size

2.2 Online On-Demand Food Delivery Services Growth Trends by Regions

2.2.1 Online On-Demand Food Delivery Services Market Size by Regions (2013-2025)

2.2.2 Online On-Demand Food Delivery Services Market Share by Regions (2013-2018)

2.3 Industry Trends

2.3.1 Market Top Trends

2.3.2 Market Drivers

2.3.3 Market Opportunities

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Behind the Hidden Complexity of E-Commerce Fulfillment

What emerging technologies will be most effective at predicting demand, increasing efficiency and reducing dependence on human labor? If you’re …

Most consumers and businesses don’t think much about what happens between the time they click “Place Order” and their shipment arrives, often within a day or two. If they did, they would almost certainly be impressed by the complex series of events their click generates and the ability of fulfillment centers and transportation companies to transform that click into a fulfilled order.

But if you work in or manage an e-commerce distribution center, you know how hard this seemingly simple task can be. The reality for supply chain managers is that e-commerce and multi-channel distribution have increased the complexity of distribution exponentially. What looks simple from the outside, is extremely difficult on the inside.

First, there is the inventory challenge. E-commerce has forced retailers to expand their inventories, often straining warehouse capacity. This can also increase fulfillment times as order pickers must navigate more products to find and pull orders. Intelligent slotting strategies can reduce picking times, but these can be difficult to maintain as demand for products shifts. Organizations supporting multi-channel distribution face the additional challenge of managing inventory and transportation across channels.

The steady upward trajectory of e-commerce is putting a strain on existing resources and forcing companies to consider significant new investments in the face of an uncertain future. At the same time, demand on a week-to-week basis can be volatile, stretching scarce human resources to the breaking point and reducing customer service. E-commerce fulfillment must be able to both flex with short-term fluctuations and scale with sustained growth. Few supply chains can meet those dual requirements.

Then, there is the speed at which orders must be fulfilled. With customers increasingly expecting faster delivery, orders must be pulled and shipped the same day they are received—the faster the better. Sophisticated e-commerce operations can now accept orders until 8:00 pm for standard delivery, setting that expectation for all e-commerce customers.

If all that wasn’t enough, fulfillment organizations must also consider the impact of urbanization on their networks. In a survey of 200 transportation decision makers conducted in 2018 and summarized in the report “The Logistics Transport Evolution: The Road Ahead”, urbanization was the biggest concern for participants. They stated that issues inherent in urbanization such as congestion, tolls for entering urban areas during peak business times and environmental concerns regarding transportation’s carbon footprint will have a significant impact upon their business.

Failing to address any of these challenges can constrain e-commerce growth. Alternately, mastering them can create competitive differentiation, open new markets and increase profitability. That requires a combination of experience, expertise and vision.

While emerging today as a mainstream driver of business growth, e-commerce has played a significant role in some supply chains for the last 15 years. Over that time, organizations such as DHL Supply Chain have gained deep experience in managing e-commerce fulfillment while simultaneously building out extensive distribution networks designed specifically for it. The ready availability of these flexible networks, based on a strategic approach to network and process design, allows organizations to flex with changing demand while minimizing infrastructure costs.

That experience also breeds expertise, which in the case of DHL Supply Chain is anchored in the company’s position as the world’s largest contract logistics organization with a track record of operational excellence. Expertise in e-commerce fulfillment processes, supplemented by proven labor management solutions, enables e-commerce organizations to cut delivery times and maximize service levels.

Finally, succeeding in e-commerce fulfillment requires vision. How will customer expectations change in the future and how can fulfillment networks best adapt to those changes? What emerging technologies will be most effective at predicting demand, increasing efficiency and reducing dependence on human labor? If you’re scrambling to stay ahead of the next batch of orders, you have little time to address important questions such as these.

That’s why working with a third-party logistics provider such as DHL Supply Chain is often the best solution for organizations struggling with the complexity e-commerce introduces into the supply chain. With scalable capacity, optimization processes, proven labor management solutions and smart use of emerging technologies, DHL Supply Chain can reduce order cycle times, minimize infrastructure costs and maximize service levels. That not only simplifies e-commerce management, it creates the opportunity to accelerate e-commerce growth.

For more information on DHL e-commerce fulfillment services, click here.

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Modern’s System Report: Robots at GEODIS

“The market is definitely driving us to new technologies like robotics,” notes McDonald. “Our customers are asking us what innovations we are looking …

More than 6.5 million. That’s how many units GEODIS, the global third-party logistics (3PL) provider, had picked to a fleet of mobile collaborative robots (Locus Robotics, as of mid-December 2018.

175 and counting. That’s the number of cobots GEODIS had deployed across its North American facilities as of that date.

2x. That’s the productivity improvements that GEODIS realized since it first deployed a fleet of 21 bots in a facility outside of Indianapolis in January 2018 following a three-month pilot, according to Alan McDonald, senior director of continuous improvement, and Kevin Stock, the senior vice president of engineering.

From left: Kevin Stock, senior vice president of engineering and Alan McDonald, senior director of continuous improvement.

Learn more about how GEODIS implemented robotics to increase productivity and throughput.

Those are just some of the numbers that GEODIS believes make a compelling case for mobile collaborative robots in warehouse and distribution environments, like e-commerce, that involve a significant volume of each picks. In GEODIS’ case, the number of units picked during peak season increased 30% year over year. But it’s not just the drive for more productivity that led GEODIS to robotics. Customers are also demanding innovation.

“The market is definitely driving us to new technologies like robotics,” notes McDonald. “Our customers are asking us what innovations we are looking at for the future. In fact, not a week goes by that we don’t talk to an existing or potential customer who wants to know where we’re headed.”

Adds Stock: “Delivering on KPIs and costs are considered table stakes for a 3PL. Now, the question is: What else are you bringing to the table?”

An associate scans a tote to a robot (left). Order selectors receive their picking instructions on a screen (right).

For GEODIS, one of the answers to that question is mobile collaborative robots, which also help the global 3PL address the other big issue for warehousing and distribution operators: How do we staff a facility with reliable and productive associates at a time when more and more e-commerce facilities are opening in the same logistics hubs during record low unemployment?

“There is a lot of competition for associates in the areas where we have warehouses, so we have to make them a more desirable place to work,” Stock says. “We’re installing better breakrooms, better lighting and doing what we can to make the jobs easier to learn and perform successfully. Robotics is part of that.”

This is a look at how one of the world’s leading 3PLs chose and implemented a mobile collaborative robotics solution that it is now deploying across its footprint.

Investigating robots

With headquarters in Paris, GEODIS is one of the largest 3PLs in the world and generated more than $9.25 billion in revenue in 2017, the last year for which results are available. The company services 165,000 customers, with 40,500 employees across 120 countries and 70 million square feet of warehouse space. It moves more than 100 million parcels a year.

In the United States, GEODIS leverages 140 facilities on 20 campuses, representing 43 million square feet. It serves six defined verticals, including retail and e-commerce fulfillment, consumer electronics, fast-moving consumer goods, health care, industrial and automotive.

As with other 3PL providers, one of the key trends impacting the business is the growth of e-commerce fulfillment. “It’s not pallets and cases anymore,” says Stock. “The volume of e-commerce orders is soaring and that means a lot more touches and a lot more people in a very tight labor market.”

And, as with other 3PL providers, GEODIS is looking to technology to address those issues in an industry that historically eschewed automation in favor of best conventional warehousing processes. GEODIS has installed automated pick towers, conveyor and sortation systems, and put walls in some of its operations—and it is working on a project to use drones to take inventory in its facilities. But, in its e-commerce picking operations, it still relied heavily on conventional pick processes such as pick-to-cart enabled by wearable wrist units and a warehouse management system (WMS).

In early 2017, the 3PL concluded that conventional was no longer sustainable, according to McDonald. That spring, GEODIS put together an innovation team to investigate new technologies. Important criteria included: the capital investment required, was it user friendly and easy to operate, was it scalable and finally, was it mobile—if necessary, how easily could GEODIS move a solution from one facility to another?

That April, the new team went to ProMat 2017 to see what the industry had to offer. “We were deliberate about who we spoke to,” McDonald says, “and after we narrowed the solutions we were interested in down to collaborative robots, we narrowed that down to a few providers.”

Over the course of the summer, the innovation team visited sites where cobots were up and running; they visited company headquarters to learn more about the various providers and their cultures; and asked the potential providers to develop a business case. The fact that this is a new technology, and that many of the providers are startups, made the evaluation a different process than if GEODIS had been looking at a conventional, established automation solution.

Here, an associate uses a wristmounted scanner to confirm a pick.

“You not only want the right solution, you want the right provider,” says McDonald. “Vendors visited our site to demonstrate what they could do. More importantly, when we visited them on their home turf, we wanted to know what was on their road map. It was great that they could do something now, but we wanted to know what were their plans for the future. What was in development that they could tell us about?”

By the end of the summer, they had chosen a provider for a three-month-long pilot involving 21 bots. The deciding factors went beyond the solution. “Truthfully, we bounced back and forth between potential solution providers, but we chose the partner we chose because we not only liked their software, but there was a good cultural match between our companies, and they had the same vision as we did. The fact that they had experience in operations helped.”

Rolling out a solution

Implementing a new technology, especially one for which there isn’t a lot of use cases to learn from, is often a multi-step process. That was the case for GEODIS, although the technology proved itself fairly quickly.

It began with a planned three-month pilot program using 21 cobots in an Indianapolis e-commerce fulfillment center. They developed a process to batch pick single line orders to a tote that would then be sorted out at packing. “Once we selected a supplier, we did a deep dive, starting in October 2017,” says McDonald. “We compared pick rates to the existing cluster pick-to-cart process we were using in that operation.” Additionally, there was some software development for the interface between the GEODIS WMS and the robotic control system, along with some modifications to the pack operation.

GEODIS quickly learned that in addition to productivity improvements, soft benefits needed to be factored into the decision. For one, the training time to get an associate up and running with a cobot was quicker than learning how to pick to cart. They were easy to operate. Today, the cobots can communicate in the four languages most common to the facility: English, Spanish, Burmese and Chin, which is a language spoken predominantly in Myanmar. For another, associates liked working with the cobots, which they were encouraged to name during the pilot.

“If you watch some of our videos online, our operators say they often talk to the bots,” McDonald says. “So, while productivity was an important metric, we also considered the engagement of employees and the fact that we could make a mundane task more interesting. That leads to better retention.”

Another soft benefit that could not be counted out: customer satisfaction. “When our customers ask us what we’re doing with technology, we can point to the robots,” McDonald says.

In early January 2018, GEODIS formally transitioned from pilot to go live. During that period, communication was important: It was important that the whole team, and not just order selectors, understand their jobs were not threatened. “We held meetings for all of our operators, whether they would interface with a robot or not,” says Stock. “The important word was: collaborative. We made sure our operators knew that a bot was not going to pick the product, so this was about enabling our people to be more productive while making their jobs easier. It wasn’t about replacing people.”

At the facility level, there have been ongoing learnings over the last year, as GEODIS works with the cobots. “It’s very easy to learn to pick to the bots. It’s longer to learn how to operate them,” says McDonald. “The more you work with them, the more you learn about what kind of robot-to-operator ratio you need based on the volume of orders.” At present, GEODIS uses between three and six bots per associate, depending on the volume and density of orders to be picked in a given day.

The new business model

Automation-as-a-service is one of the emerging business models in the materials handling automation space. In this model, a solution provider owns, maintains and in some cases, even operates, the equipment or an entire automated warehouse for a fee. The cost is often on a per-pallet, per-case or per-pick basis.

That includes robotics. Typically two or three options are available, similar to the lift truck industry. They include a purchase option; purchase and rental option, where you purchase a baseline fleet and then rent additional robots on an as needed basis, such as peak and a robot-as-a-service model in which you pay a price based on how the robot is operated, such as a cost per pick.

In this instance, GEODIS chose the service model, which is less capital intensive than a purchase option. “It’s a very competitive market right now, and we spoke to multiple providers who were offering a robotics-as-a-service model,” says Alan McDonald, GEODIS senior director of continuous improvement. “I think they all know they need to make it as easy as they can for people to adopt the technology.”

In addition to productivity improvements and customer satisfaction, cobots are easy to implement compared to other technologies. A new robot can be received, unpacked and in operation in a matter of hours. Similarly, an associate—or an office employee helping out on the floor during peak—can be picking very quickly. Finally, for the distribution team, it’s exciting to be on the leading edge of an emerging technology.

“There is a perception that I think is accurate that GEODIS is on the front line of this technology,” says McDonald. “If we were to wait until the technology matures to adopt it, we’d be behind the curve.”

Adds Stock: “We want to be on the cutting edge, and as a result, we’re creating new opportunities for our business, and for the people who work for us.”

Learn more about how GEODIS implemented robotics to increase productivity and throughput.

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Aurora Cannabis Polaris Facility for Derivatives Production to be Completed by October

12, 2019 /PRNewswire/ – Aurora Cannabis Inc. (“Aurora” or “the Company”) (TSX: ACB) (NYSE: ACB) (Frankfurt: 21P; WKN: A1C4WM) today …

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Aurora Cannabis Announces Construction of Aurora Polaris

Centre of Excellence for Value-Add Products, Packaging and International Logistics

EDMONTON, Feb. 12, 2019 /PRNewswire/ – Aurora Cannabis Inc. (“Aurora” or “the Company”) (TSX: ACB) (NYSE: ACB) (Frankfurt: 21P; WKN: A1C4WM) today announced that the Company’s construction of a 300,000 square foot expansion at the Edmonton International Airport is progressing well. The new facility, named Aurora Polaris, is intended to serve as Aurora’s centre of excellence for the industrial-scale production of higher margin, value added products, such as edibles which Health Canada regulations propose to permit from October 2019 onwards. Aurora Polaris will allow for enhanced capabilities for the Company’s logistics and warehousing needs required to serve ever increasing global requirements. The facility is designed to include additional research and development space.

Construction of the facility is anticipated to be completed in late 2019. Polaris is immediately adjacent to Aurora’s Sky facility.

Fueling Growth through Value Added Products

In anticipation of the regulatory changes proposed by the Federal Government, the Company is constructing Aurora Polaris, a highly customizable processing and logistics facility. Aurora, through its science, product development and opportunities teams, has identified a number of potential, high-margin value added products it intends to bring to market, including edible products such as baked goods, chocolates, mints, and infused beverages, in addition to concentrates such as vape products, cosmetics, and softgels. In executing on its derivatives strategy, the Company is already engaging with a number of technology partners, securing competitive advantages in the development and production of these new product lines.

By having a physically separate, dedicated post-cultivation processing space, Aurora anticipates realizing cost savings, ease of licensing, increased facility efficiencies, and improved workflow. Additionally, this specialized space permits Aurora to adapt to future regulatory changes that are anticipated to be implemented in the coming years, both domestically and internationally.

The derivative product capabilities to be established at Polaris, which we are designing to be EU GMP compliant, further strengthen our position as the leading innovator in the cannabis industry, and are squarely aimed at driving growth and margin expansion.

Terry Booth, CEO

Our product development team has a built a deep and exciting pipeline of new high value products, and we look forward to servicing our markets with the next generation of cannabis innovations. We intend to integrate Polaris with operations at Aurora Mountain, Aurora Sky and Aurora Sun, generating operational efficiencies and hard to imitate vertical integration synergies. Its location at the Edmonton International Airport, will assist us to rapidly deliver product to all our target markets, domestically and internationally.

Interim Capacity

While Polaris is under construction, and in order to have production capacity for when new form factors become permissible for sale, the Company has already designated licensed space at its various facilities, including Aurora Sky, for production that is scheduled to be fully ready for Summer 2019. Where required, production lines will be moved from the interim locations to Polaris upon commissioning of the facility.

International Logistics Hub

Addressing the rapidly growing domestic and international cannabis markets requires substantial additional logistics capabilities. Augmenting the Company’s existing distribution facilities in Alberta and Ontario, Aurora Polaris has been designed to deliver institutional class logistics to drive operational efficiencies and decrease time to market of Aurora products around the globe.

Characteristics and highlights for the new logistics operation include:

  • 100,000 square feet of state-of-the-art, institutional class warehousing and distribution space
  • Enhanced Warehouse Management and ERP Systems integration with capability to process hundreds of thousands of units daily and manage millions of units on hand
  • Warehousing support for high speed processing automation and operational needs
  • Advanced temperature control for expanded range of product offerings and optimized storage conditions
  • Optimized LEAN design for storage and operational efficiency
  • Further enhanced speed-to-market and agility in supplying the domestic and international markets
  • Strategically located immediately adjacent to Aurora Sky and on Edmonton International Airport land
  • 200,000 plus square feet dedicated to product manufacturing of value-add products

The Company currently has a logistics centre in Alberta, and is using dedicated space at both MedReleaf and through a contracted third-party logistics partner in Ontario which, between them, covers Aurora’s current distribution requirements throughout the country. The existing infrastructure includes the full integration of warehousing and production management systems to ensure speed to market and short lead times for customers. Additionally, the Company has partnerships with leading logistics suppliers with deep experience in handling controlled substances as well as consumables, such as food.


Aurora has one of the industry’s largest and most accomplished science teams, fueling continuous innovation. The new facility will house some of the Company’s science efforts focused on pre-clinical and clinical research, health outcomes, analytical and discovery science with an eye on developing marketable IP and new, more narrowly targeted cannabis-based therapeutics. Located close to the University of Alberta, an important research partner for the Company, the new facility will provide improved infrastructure and support for Aurora’s growing number of scientists, engaged in a large and growing number of projects, in addition to the Company’s already existing science facilities.

Strategic Location

Located immediately adjacent to Aurora Sky, the Company’s 100,000+ kg/year cannabis production facility, Aurora Polaris enables integration with production schedules and processes at Sky, resulting in enhanced agility and optimized workflow. Furthermore, the facility’s location at the Edmonton International Airport, with its customs, logistics, and security capabilities critical for the handling of goods destined for export markets creates efficient logistics and significant competitive efficiencies.

Mr. Booth added, “Supplying geographically diverse markets with rapidly growing demand for a wide variety of products reliably, efficiently and timely, requires both advanced supply chain management capabilities and advanced infrastructure, which Aurora Polaris will provide. Aurora is a rapidly maturing company, and this significant expansion in our capabilities will ensure we will be able to execute with continued agility as we capitalize on the significant opportunities that the domestic and international cannabis markets offer. Like our Sky Class facilities, this new centre of operational excellence is a collaborative effort. Critical input into the concept and design was delivered by Operations, Information Services, Finance and Production, as well as internal and external logistics experts.”

Darren Bladon, Director, Canadian Logistics for Aurora, who prior to joining the Company spent 12 years with Imperial Tobacco, where he held various supply chain management and logistics roles, stated, “Our existing distribution capabilities, located both in the East and West of the country, will cover our domestic requirements for the consumer market. The new centre will be a significant leap forward in our abilities to service the rapidly growing international markets, integrating physically with production and logistics at Aurora Sky and Aurora Sun, and with our information systems, both ERP and supply chain management. The physical properties of Aurora Polaris allow for large-scale operations at optimized efficiencies, giving us significant advantages in terms of speed and agility in handling market demand.”

About Aurora

Headquartered in Edmonton, Alberta, Canada with funded capacity in excess of 500,000 kg per annum and sales and operations in 23 countries across five continents, Aurora is one of the world’s largest and leading cannabis companies. Aurora is vertically integrated and horizontally diversified across every key segment of the value chain, from facility engineering and design to cannabis breeding and genetics research, cannabis and hemp production, derivatives, high value-add product development, home cultivation, wholesale and retail distribution.

Highly differentiated from its peers, Aurora has established a uniquely advanced, consistent and efficient production strategy, based on purpose-built facilities that integrate leading-edge technologies across all processes, defined by extensive automation and customization, resulting in the massive scale production of high quality product at low cost. Intended to be replicable and scalable globally, our production facilities are designed to produce cannabis of significant scale, with high quality, industry-leading yields, and low per gram production costs. Each of Aurora’s facilities is built to meet EU GMP standards, and its first production facility, the recently acquired MedReleaf Markham facility, and its wholly owned European medical cannabis distributor Aurora Deutschland, have achieved this level of certification.

In addition to the Company’s rapid organic growth and strong execution on strategic M&A, which to date includes 15 wholly owned subsidiary companies – MedReleaf, CanvasRX, Peloton Pharmaceutical, Aurora Deutschland, H2 Biopharma, Urban Cultivator, BC Northern Lights, Larssen Greenhouses, CanniMed Therapeutics, Anandia Labs, HotHouse Consulting, MED Colombia, Agropro, Borela, and ICC Labs – Aurora is distinguished by its reputation as a partner and employer of choice in the global cannabis sector, having invested in and established strategic partnerships with a range of leading innovators, including: Radient Technologies Inc. (TSXV: RTI), Hempco Food and Fiber Inc. (TSXV: HEMP), Cann Group Ltd. (ASX: CAN), Micron Waste Technologies Inc. (CSE: MWM), Choom Holdings Inc. (CSE: CHOO), Capcium Inc. (private), Evio Beauty Group (private), Wagner Dimas (private), CTT Pharmaceuticals (OTCC: CTTH), and Alcanna Inc. (TSX: CLIQ).

Aurora’s Common Shares trade on the TSX and NYSE under the symbol “ACB”, and are a constituent of the S&P/TSX Composite Index.

For more information about Aurora, please visit our investor website,

Original Press Release

The most reliable, fact-based information on Aurora Cannabis found only on its Investor Dashboard.

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