C6015 C6017 C6030 C6032
Ultra-compact Industrial PCs:
huge performance in
a small footprint
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PC
12
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SA
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www.beckhoff.us/C60xx
Beckhoff raises the bar for PC Control with this generation of extremely compact and
flexible Industrial PCs, from the C6015 entry-level model to the top of the line C6032
with extended interfaces. Which ultra-compact model suits your application?
Ultra-compact: C6015, C6017
processor: Intel Atom®, 1, 2 or 4 cores
C6015 interfaces: 2 Ethernet, 2 USB, 1 DisplayPort
C6017 interfaces: 4 Ethernet, 4 USB, 1 DisplayPort
main memory: up to 4 GB DDR3L RAM
Ultra-high-performance: C6030, C6032
processor: up to Intel® Core™ i7 with four 3. 6 GHz cores
C6030 interfaces: 4 Ethernet, 4 USB, 2 DisplayPort
C6032 interfaces: 4 Ethernet, 4 USB, 2 DisplayPort, 2 PCIe compact module slots
main memory: up to 32 GB DDR4 RAM
See X TS live! Booth 4026
exit (like an initial public offering
or sale), entrepreneurs might be
disinclined to put in all the hard
work. Similarly, venture funding
will be harder to obtain with an
uncertain financial upside. So, all the
benefits the users of the entity seek
(“no Supplybook”) make adoption
all the harder. Again, four stars in
difficulty.
The takeaway here is that adoption is crucial to the success of any
technology, and it is particularly
important to figure out a workable model for blockchain from the
start.
come together in a consortium of sorts.
Often, they recruit an established technology company as a partner. But the
effort is primarily driven by the industry
participants, and they are responsible for
adoption.
The IBM Food Trust initiative is probably the best example of that. The IBM
Food Trust is focused on improving
visibility and accountability across the
food supply chain. It seeks to provide a
shared record of food provenance, transaction data, processing details, and more.
Participants include companies all along
the food supply chain, such as growers, processors, wholesalers, distributors,
manufacturers, and retailers.
IBM develops the technology, hosts it
on its own Hyperledger platform, and
charges participants a subscription fee.
But the trust is governed by an advisory council made up of representative
companies. Interestingly, the industry-led
governance model alone is what prevents
a Supplybook-style control situation, not
the technology. What “blockchain” really
does here is act as a catalyst, a rallying cry
that brings industry players together to
unite behind a shared technology initiative. And that’s a hugely valuable thing!
The entrepreneurial model is more akin
to classic startups. A group of founders
with a vision builds an early solution;
hosts it on a public blockchain platform,
like Ethereum; hires salespeople; and wins
early customers. Initially, the entrepreneurs own and manage all the blockchain nodes themselves to keep things
simple and innovation cycles quick. But
the solution is engineered to allow them
over time to “release” more and more—
and ultimately a majority—of the nodes
to be hosted by third parties that the
entrepreneurs have no control over. This
will establish trust among all the blockchain participants that this isn’t going to
become a Supplybook, that no one company has access to all the data and control
over the entity.
The tricky part in this model is funding and monetization. Without control
over the solution, entrepreneurs can’t set
pricing. Without that control, valuation
of the entity is questionable. And unless
the resulting entity has a clear path to an
