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This paper presents the solution approach developed by the team "theAntipodes" for the 11th Global Trajectory Optimization Competition (GTOC11). The approach consists of four main blocks: 1) mothership chain generation, 2) rendezvous table generation, 3) the dispatcher, and 4) the refinement. Blocks 1 and 3 are purely combinatorial optimization problems that select the asteroids to visit and allocate them to the Dyson ring stations. The rendezvous table generation involves interpolating time-optimal transfers to find all transfer opportunities between selected asteroids and the ring stations. The dispatcher uses the data stored in the table and allocates the asteroids to the Dyson ring stations optimally. The refinement ensures each rendezvous trajectory meets the problem accuracy constraints and introduces deep-space maneuvers to the mothership transfers. We provide the details of our solution that, with a score of 5,992, was worth 3rd place., 17 pages, 11 figures

This paper develops a flexibility management framework for space logistics mission planning under uncertainty through decision rules and multistage stochastic programming. It aims to add built-in f...

This paper develops an interdisciplinary space architecture optimization framework to analyze the tradeoff on in-situ resource utilization options, identify technology gaps, evaluate the benefits of in-situ resource utilization, and optimize the design of infrastructure for Mars human space exploration scenarios and mission profiles. It performs trade studies from the perspective of space logistics, which takes into account the interplanetary transportation, infrastructure deployment, in-situ resource utilization system operation, and logistics of the produced resources. Our method considers space architecture design and operation from the subsystem level to capture the coupling between in-situ resource utilization technologies and in-space architecture elements for space resource logistics. A case study involving a multi-mission human Mars exploration campaign is performed to evaluate the effectiveness of existing and proposed in-situ resource utilization technology concepts and system designs. The results can provide us with a better understanding of the benefits and costs of different in-situ resource utilization technologies for interplanetary space transportation. A sensitivity analysis is also conducted to understand the impacts of lunar and near-Earth-object's in-situ resource utilization systems on Mars missions. The results of this analysis can help decision-makers determine and optimize the roadmap for in-situ resource utilization technology development.

This paper shows a new strategy for developing of space logistics which is supported by safety engineering for the operational techniques and technologies in space. A new strategy is a very important for developing of space technology because account improvement range and its independence from most terrestrial network failures. The developing space logistics is observable during make of satellites which are ensuring wide-ranging continuous information flow among people, businesses and governments for assuring of safety and security when terrestrial network connections are disrupted. The main goal in this publication is presenting example of analysis and assessment in an industrial enterprise of space logistics.

The transition to a digital economy is becoming a key driver of GDP growth. This is due not only to the effect obtained from the automation of existing processes, but also from the introduction of new, breakthrough business models and technologies, including digital platforms, digital ecosystems, in-depth analytics of big data, Industry 4.0, Logistics 4.0. At the same time, digital transformation is seen as a radical change in the complex of business processes, from product development to customer service, as well as the introduction of modern digital technologies in the organization of business processes in enterprises. The purpose of the article is to analysis the features and trends of organizing logistics activities in the context of digital transformation of business processes; research of the main prerequisites for the formation of the Logistics 4.0 concept; determination of priority directions for its further development in the context of Industry 4.0. Based on the generalization of scientific approaches, the definition of the concept of "Logistics 4.0" has been clarified, which means the modern paradigm of managing logistic (material, financial, information, transport) flows and organizing a complex of logistics activities (purchase and delivery of material resources, warehousing, production, stock formation, recycling of industrial waste, customer service, transportation and sale of finished products) using breakthrough digital technologies and information systems. The priority areas of organizing the logistics activities of enterprises using digital technologies include the following: multichannel logistics; logistics marketplaces; rethinking the use of packaging; mass personalization; Silver Economy (new services for older clients and new opportunities for older workers); sustainable logistics; sharing economy; multi-supply; customer experience; smart containerization; big data analytics; augmented and virtual reality; cloud service applications and APIs; Internet of Things; robotics and automation; new generation wireless communication; blockchain; Artificial Intelligence; unmanned aerial vehicles or "drones"; 3D printing; unmanned vehicles; quantum computing; supergrid logistics; space logistics; the use of digital platforms that unite customers and transport and logistics companies (the parties can enter into digital contracts, exchange transport booking requests and electronic documents, control the delivery of goods in real time). All this can help to reduce costs by optimizing procurement; decrease in personnel costs and decrease in labour costs as a result of automation; reduction of errors in logistics; optimization of the supply process; efficient warehouse management; forecasting shipments; creation of optimal routes; operational planning of loads and control of delivery times; ensuring product delivery on time, improving customer loyalty; optimal interaction with customers on the "last mile". Перехід до цифрової економіки стає ключовим чинником зростання ВВП. Це обумовлено не тільки ефектом, одержуваних від автоматизації існуючих процесів, а й від впровадження нових, проривних бізнес-моделей і технологій, серед яких цифрові платформи, цифрові екосистеми, поглиблена аналітика великих масивів даних, технології «Індустрія 4.0», «Логістика 4.0». При цьому цифрова трансформація розглядається як радикальні зміни комплексу бізнес-процесів, починаючи від розробки продукції і закінчуючи обслуговуванням споживачів, а також впровадження сучасних цифрових технологій при організації бізнес-процесів на підприємствах. Метою статті є аналіз особливостей і тенденцій організації логістичної діяльності в умовах цифрової трансформації бізнес-процесів; дослідження основних передумов становлення концепції Логістика 4.0; визначення пріоритетних напрямів її подальшого розвитку в контексті Індустрія 4.0. На основі узагальнення наукових підходів уточнено визначення поняття «Логістика 4.0», під яким розуміється сучасна парадигма управління логістичними (матеріальними, фінансовими, інформаційними, транс¬портними) потоками й організації комплексу процесів логістичної діяльності (закупівля та доставка матеріальних ресурсів, складування, виробництво, формування запасів, рециклинг промислових відходів, обслуговування споживачів, транспортування і збут готової продукції) із застосуванням проривних цифрових технологій та інформаційних систем. До пріоритетних напрямів організації логістичної діяльності підприємств з використанням цифрових технологій можна віднести такі: мультиканальна логістика; логістичні маркетплейси; переосмислення використання упаковки; масова персоналізація; «Срібна економіка» (нові послуги для літніх клієнтів і нові можливості для немолодих працівників); стала логістика; економіка спільного використання; мультипостачання; клієнтський досвід; розумна контейнеризація; аналітика великих даних; доповнена і віртуальна реальність; хмарні сервісні програми та інтерфейси прикладного програмування; Інтернет речей; робототехніка й автоматизація; бездротовий зв'язок нового покоління; блокчейн; штучний інтелект; безпілотні літальні апарати або «дрони»; 3D друк; безпілотні автомобілі; квантові обчислення; логістика супермережі; космічна логістика; використання цифрових платформ, які поєднують замовників і транспортно-логістичні компанії (сторони можуть укладати цифрові контракти, обмінюватися заявками на бронювання транспорту та електронними документами, контролювати доставку вантажів в режимі реального часу). Все це може сприяти скороченню витрат за рахунок оптимізації закупівель; зниженню витрат на персонал і зменшенню трудовитрат у результаті автоматизації; зменшенню помилок у логістиці; оптимізації процесу поставок; ефективному управлінню складами; прогнозуванню відвантажень; створенню оптимальних маршрутів; оперативному плануванню завантажень і контролю термінів доставки; забезпеченню доставки продукції вчасно, покращуючи клієнтську лояльність; оптимальній взаємодії з клієнтами на «останній милі». Переход к цифровой экономике становится ключевым фактором роста ВВП. Это обусловлено не только эффектом, получаемым от автоматизации существующих процессов, но и от внедрения новых, прорывных бизнес-моделей и технологий, среди которых цифровые платформы, цифровые экосистемы, углублённая аналитика больших массивов данных, технологии «Индустрия 4.0», «Логистика 4.0». При этом цифровая трансформация рассматривается как радикальные изменения комплекса бизнес-процессов, начиная от разработки продукции и заканчивая обслуживанием потребителей, а также внедрение современных цифровых технологий при организации бизнес-процессов на предприятиях. Целью статьи является анализ особенностей и тенденций организации логистической деятельности в условиях цифровой трансформации бизнес-процессов; исследование основных предпосылок становления концепции Логистика 4.0; определение приоритетных направлений ее дальнейшего развития в контексте Индустрия 4.0. На основе обобщения научных подходов уточнено определение понятия «Логистика 4.0», под которым понимается современная парадигма управления логистическими (материальными, финансовыми, информационными, транспортными) потоками и организации комплекса процессов логистической деятельности (закупка и доставка материальных ресурсов, складирование, производство, формирование запасов, рециклинг промышленных отходов, обслуживание потребителей, транспортировка и сбыт готовой продукции) с применением прорывных цифровых технологий и информационных систем. К приоритетным направлениям организации логистической деятельности предприятий с использованием цифровых технологий можно отнести такие: мультиканальная логистика; логистические маркетплейсы; переосмысление использования упаковки; массовая персонализация; «серебряная экономика» (новые услуги для пожилых клиентов и новые возможности для немолодых работников); устойчивая логис¬тика; экономика совместного использования; мультиснабжение; клиентский опыт; умная контейнеризация; аналитика больших данных; дополненная и виртуальная реальность; облачные сервисные приложения и интерфейсы прикладного программирования; Интернет вещей; робототехника и автоматизация; беспроводная связь нового поколения; блокчейн; искусственный интеллект; беспилотные летательные аппараты или «дроны»; 3D печать; беспилотные автомобили; квантовые вычисления; логистика суперсетей; космическая логистика; использование цифровых платформ, которые объединяют заказчиков и транспортно-логистические компании (стороны могут заключать цифровые контракты, обмениваться заявками на бронирование транспорта и электронными документами, контролировать доставку грузов в режиме реального времени). Все это может способствовать сокращению затрат за счёт оптимизации закупок; снижению затрат на персонал и уменьшение трудозатрат в результате автоматизации; уменьшению ошибок в логистике; оптимизации процесса поставок; эффективному управлению складами; прогнозированию отгрузок; созданию оптимальных маршрутов; оперативному планированию загрузок и контролю сроков доставки; обеспечению доставки продукции вовремя, улучшая клиентскую лояльность; оптимальному взаимодействию с клиентами на «последней миле».

In my article, after a short overview of space exploration of the past decades, I analyze the current situation and vision of research of the Solar System. I present the possibilities of exploiting the Moon and Mars, along with the feasibility of living conditions, with logistics in the main focus. I demonstrate the emergence of the private sector in the space program of the USA, as a new potential, the continuously intensifying space competition and the role of the participating countries. I highlight the application of logistic and hybrid logistic solutions in the area, with the correlations of risk and security. I also touch upon the legal background of lunar mining and the extraction of rare earths, ownership of the extracted and acquired materials and the possibilities of their commercial distribution, as well as the distant future of space logistics in space exploration.

Space exploration has been going on for decades. Although humanity has not been able to reach further than the Moon, and the only human activity in space is currently taking place in the low Earth’s orbit, technological and organizational innovations that accompanied the previous projects have contributed to significant changes in the space sector and the global economy. These changes are also visible in logistics activities, especially in transport. In this article, the author reviews the current achievements in the field of space logistics, presents its definition, principles and functions, and indicates the specifics of processes, resources and the infrastructure. Due to the reviewing nature of the paper, the author’s main goal is to identify a new research problem in logistics and initiate a scientific discussion on space logistics, especially in the Polish logistics environment. The important goal of the paper is also the promotion of this topic on the basis of business practice, pointing to the space sector, as a place for the development of Polish enterprises and organizations, including logistics operators or research centers. The main method used in the work on the paper is a critical, systematic analysis of the literature of the subject and resulting from the author’s interests, the observation of the global space sector. An important premise for addressing the topic is the search for an original research problem using knowledge, interests and intuition. The most important conclusion resulting from the considerations undertaken in the paper is to establish that space logistics, as a result of technological breakthroughs dedicated mainly to the perspective of manned interplanetary missions, is a field that is facing extremely rapid growth, which in turn determines the growing expectations towards the scientific community. Logistics in space considered so far as an “abstract” theme should meet with greater interest of Polish scientists. This article is an introduction to an in-depth research on the subject of setting up and managing orbital and interplanetary supply chains.

NASA mission systems proposals are often compared using an equivalent system mass (ESM) framework wherein all elements of technology to deliver an effect- its components, operations and logistics of delivery- are converted to effective masses since this has a known cost scale in space operations. To date, ESM methods and the tools for system comparison have not considered complexities wherein systems that serve a mission span multiple transit and operations stages, such as would be required to support a crewed mission to Mars, and thus do not account for the different mass equivalency factors operational during each period and the inter-dependencies of the costs across the mission. Further, ESM does not account well for the differential reliabilities of the underlying technologies. Less reliability should incur an equivalent mass cost for technologies that might otherwise provide a mass advantage. We introduce an extensions to ESM to address these limitations and show that it provides a direct method for analyzing, optimizing and comparing different mission systems. We demonstrate our extended ESM (xESM) calculation with crop production technologies -- an aspect of the developing offworld biomanufacturing suite -- since it represents a case with strong coupling among stages of the mission and a relatively high-risk profile.

Near-Earth asteroids are expected to be rich in mineral resources which, if extracted, could have tremendous benefits in lowering the costs of conducting space exploration missions, and could potentially generate significant monetary returns. Despite this potential, there remain many unanswered questions surrounding asteroid mining: What is the best strategy? Which are the best targets? How much material can be retrieved? How much profit can be generated? This thesis aims to answer these questions, determining the optimal trajectory design, mission architecture, and asteroid targets to maximize the total net present value (NPV) of an asteroid mining operation. A parametric economic model is formulated to assess the feasibility of numerous mission alternatives over a range of system, mission, and cost parameters. This analysis shows that the optimal strategy uses multiple return-trip missions, with propellant processed from asteroid resources. New methods are then developed for the combinatorial trajectory optimization of multiple return-trip missions, identifying optimal flight itineraries that maximize NPV, rather than minimizing delta-V. These trajectories account for the distribution of asteroid-derived resources to a propellant depot and customer spacecraft between consecutive trips. A location-routing problem is developed to identify the optimal orbital location of the propellant depot, and the routing of spacecraft throughout the supply chain network to maximize total sellable mass delivered to customers. These methods are then applied to assess the economic values of over 100 candidate asteroids, with realistic trajectories over multiple return-trip missions. These candidates were filtered from the entire list of 19,880 near-Earth asteroids known at the time of writing, as having either known/assumed C-complex taxonomic classes, low delta-Vs, or orbital elements close to Earth. The results produced a list of 35 asteroids with positive NPVs. These missions could be achieved with capital costs of around $400M, generating large profits ranging from $198.27M to $1547.7M over 20 years, with positive returns after the first or second trips. These results confirm the economic viability of asteroid mining missions, however it is noted that additional data and understanding of asteroid composition is needed to reduce the large uncertainty in the presence of resources before asteroid mining should commence.