Dear participants, welcome to the course on supply chain digitization. It is jointly being taught by Professor Piyanka Burma, Professor Sushmita Narayana and Professor Devav Brathath Das from IIM, Mumbai. So, in today's lecture, I am going to focus on network optimization and how supply chain to digital twin can be useful to do this. So, first of all we will take a case study and then we will explain this concept of supply chain digital twin specifically from network optimization point of view. The supply chain planning head of the western region estimated that the demand would be doubled in the next 3 years. So, demand is going to increase. Therefore, after deliberation in the boardroom, the senior management of the company decided to set up a new factory in this region, new factory. The prospective locations are Nasik and Orangabad. The lease for the DC in Mumbai as found in the Greenfield analysis. So, when we did Greenfield analysis, we have found out that the optimal location of the DC was Mumbai, but that lease will be expiring. So, the senior management is deliberating where to have the distribution center. The prospective locations are V1D and RP. So, they have two prospective locations for factory, they have two prospective locations for distribution centers. So, what should be the optimized supply chain network for their business if demand becomes doubled in the next 3 years. So, this is the data of demand. I have 4 markets Pune, Mumbai, Ahmedabad and Surat. Early demand has become doubled compared to the earlier scenario and I also have their latitude and longitude. So, I know where these markets are exactly located. I know their yearly demand as well. So, my objective is to find out what should be the optimized supply chain network for their business. So, that means, I need to find out where should they locate the factory, should they locate in Orangabad, should they locate in Nasik or should they locate two factories, one in Orangabad another one is Nasik. Where should they locate the distribution center, should they locate in V1D or should they locate in Bapi or should they locate distribution centers both in V1D as well as Bapi. So, first they have to decide where should they locate the factory, where should they locate the distribution centers. Suppose they decide that then they also need to find out which distribution center will be serving to which market, which distribution center will be serving to which market all of this decision has to be taken and how much quantity should they be sending to this market. That means, from which DC to which market how much quantity will be transported so that demand at Mumbai, Pune, Surat and Ahmedabad is satisfied. So, this is the decision that the manager has to take. So, I need to find out what would be the optimized supply chain network, where should they locate the factory, where should they locate the distribution centers and which factory will be serving to which distribution center, which distribution center will be serving to which customers and how the movement of products will happen from factory to DC and DC to customers that is what they need to decide. So, for that I need data. So, first of all I need the location of Nasik that is latitude and longitude of Nasik factory, latitude and longitude of Orangabad factory. Then I also need to get the fixed cost per year. For Nasik it is this value, for Orangabad it is this value. I also need production cost per unit in both the location in Nasik it is little costly 7 dollar per unit in Orangabad it is 5 dollar per unit. I also need to find out the distance from both the factory to both the DC. So, Nasik to Bapi distance is 144 kilometer, Nasik to V1D distance is 129 kilometer, Orangabad to Bapi distance is 322 kilometer, Orangabad to V1D distance is 297 kilometer. I also need the data from DC to markets. So, I have 2 DC Bapi and V1D, Bapi latitude and longitude is given. For V1D latitude and longitude is also given. I also have the fixed cost per year for both the location. I also have inbound processing cost which is 0.25 dollar per unit, outbound processing cost is 0.25 per unit at Bapi whereas, inbound processing cost in V1D 0.5 dollar per unit, outbound processing cost in V1D 0.5 dollar per unit. Then I also have the distance from DC to market. So, 169 is the distance from Bapi to Mumbai, Bapi to Pune distance is 298 kilometer, Bapi to Surat distance is 102 kilometer, Bapi to Amadabha distance is 346 kilometer and so on. So, V1D to these 4 markets distance is also given. And I also have the data of transportation cost which is 0.001 per kilometer per unit and the revenue is dollar 15 per unit. So, these are the data given to us. I have to find out what should be the optimized supply chain network for their business so that overall cost is minimized. Now, if you look into this map, I have put the same data in the map. We have 2 factory, one located in Rangabad, one located in Nasik. We have 2 prospective distribution center, one is Bapi, another one is V1D and we have the location of the customers. So, now I need to find out where should they locate the factory, where should they locate the distribution center DC and how the movement of products will happen from factory to DC and DC to customer centers. So, with that objective in mind we developed an optimization model. So, optimization model has various parameters. I will explain slowly, slowly there is no need to worry. So, the first decision variable is this one, YI. YI is a binary variable. It will take value 1 if ith factory is open, 0 otherwise. If factory 1 is open, Y1 will be 1. If factory 2 is open, Y2 will be 1. If factory 1 is not opened, Y1 will be 0. If factory 2 is not open, Y2 will be 0. Then I have another decision variable ZJ. So, ZJ will be 1. If jth DC is open, 0 otherwise. So, these 2 are my decision variables which tells me which factory will open, which DC will open. Then I need the movement of product from factory to DC and DC to customers. So, XIJ represents how much quantity to be shift from ith factory to jth DC. QJK determines how much quantity to be shift from jth DC to kth customer. So, these are my decision variables. These values I will get after doing the optimization. Then I need some parameters. The revenue per unit is represent at REV. Then I have fixed cost of operating factory I. I have fixed cost of operating DCJ. I have per unit production cost at factory I. I have per unit inbound cost at DCJ. Per unit outbound cost at DCJ. Per unit transportation cost from factory I to DCJ. Per unit transportation cost from DCJ to customer k. And I have demand at customer location k. So, all the parameters as well as decision variables are listed in this table. And M is a very big number. Large value we will explain where should I use this value. So, our objective is to maximize the profit. So, profit is nothing but revenue minus cost. So, what is revenue? Revenue per unit is REV. I am multiplying this with QJK. That means, quantity shift from jth DC to kth customer. So, this value I need to maximize. This is the revenue. Now, there are some cost. What are the cost? First is fixed cost of operating the factory. Fixed cost of operating the DC. Now, if we look into this term, I have YI multiplied over here. So, that means, if YI equal to 1, this fixed cost will be deducted. If YI equal to 0, that means, if ith factor is not open, then I will not deduct any cost. The cost will be 0. Similarly, for ZJ also, if ZJ equal to 1, that jth distribution center will be open and my cost will be subtracted. If J distribution center is not open, fixed DCJ into ZJ will be 0. Then we have production cost. Then we also have inbound cost. I also have outbound cost. So, inbound and outbound cost is at the DC location. So, inbound processing cost at DC, outbound processing cost at DC. Then we have transportation cost from ith factory to jth distribution center. And if I sum it up with I equal to 1 to 2, j equal to 1 to 2, I will get total transportation cost from factory to DC. I will also get total transportation cost from DC to customers. So, I have revenue which is represented in this term and then I have cost. Fixed cost, production cost, inbound cost, outbound cost, transportation cost. So, revenue minus cost will give me the profit which I need to maximize. Then I have few constraints. So, first of all, my demand has to be satisfied. So, I have 4 market k equal to 1, 2, 3, 4 and at each market my demand should be satisfied. That means, summation q j k, j equal to 1, 2, 2 should be demand k. So, that means, how much I am sending from various distribution centers to demand points? It should match. So, demand should be same as how much I am getting at kth customers location. Then this is very interesting. If you look into this, y i will take 1 or 0. If y i equal to 1 that means, the i th factory is open and in this specific problem I am assuming that factory has unlimited capacity. That is why I am taking a very large value. So, m is a very large value. If y i equal to 1, the right hand side will be a very large value and then this much summation x i j is the quantity which is going out from i th factory. How much capacity it has? So, I have to make sure that the amount I am sending out from i th factory should be less than or equal to its capacity. Now, if y i equal to 1, my capacity will be m. If y i equal to 0, my capacity will come down to 0. That means, if i th factory is not open, I would not be able to send anything from that factory. Similarly, I have m j j, j j can take value 1 or 0. If j j equal to 1, j distribution center is open. If j j equal to 0, j distribution center is not open, then my capacity of that d c will be 0. If j distribution center is open, the capacity of the d c will be m and in this case, I am assuming initially that capacity is unlimited, but going forward we will relax this and then we will be able to get the exact capacity in the model. So, as of now, I am assuming that capacity is unlimited. That is very large, but if you want to put a fixed capacity, you replace m with that fixed capacity. Now, I also have to make balance. So, this is balancing constant. So, whatever is coming to d c j, I am sending the exact amount to the customer's location. So, I am not keeping any inventory in my d c. Whatever is flowing in, I am sending it out to the customer's and then we have decision variables y i can take value either 0 or 1, j j again binary variable can take value between 0 to 1 and x i j and q j k are continuous variable which can take value more than equal to 0. So, now, this is my optimization model. If I solve this optimization model for given demand and other value of the parameters, we will get an optimum solution. So, first I have solved this using excel solver because that is easy to visualize, easy to understand it, then we will move into analytics. So, we have to optimize the location of d c, location of d c, location of factory and so on. So, first thing if you see my decision is where should I open my factory. So, Nasik the facility open is 0 1. So, I can take if I press 1 over here. So, it will tell me that my Nasik factory should be open. If I put 0 over here, the model will tell me I should not open the Nasik factory. So, this yellow region is my decision variable. So, the first decision is should I open a factory in Nasik or not? Should I get the value 0 1 1? If I get 0, that means the factory should not open. If I get 1, it will represent factory should open. So, initially I am putting this value 0 and 1, but the model will give you the optimum value. So, right now I am assuming this is 0, this is 1, then I also have to find out how much quantity should I send from Nasik to Bapi, how much quantity should I send from Nasik to V1D, how much should I send from Orangabad to Bapi, Orangabad to V1D. So, these are my decision variables. So, initially just to start the optimization model, I am putting 0 0 because Nasik factory is not open. So, therefore, this value has to 0. Since it is not open, it cannot send anything out and then Orangabad I am putting 80. So, from Orangabad to Bapi, 80 units would be transported, Orangabad to V1D is 0. And I also have fixed cost per year, I also have production cost per unit, these are my input variables. So, now, since Nasik factory is not open, I am not sending anything out of it. So, there is a constraint for that. So, initially I have taken the value of m is so big, this is m very large number. If the facility is not open, the capacity will come down to 0, can you see? It has become 0. So, this multiplied by this. That means, if facility is not open, your capacity will automatically be restricted to 0. If the facility is open, then the capacity will be the big value which you have taken it over here. But in reality, you can replace this big M with your actual capacity. So, now, for Orangabad factory, I have a capacity of very large value because the factory is open and taking value 1.  Nasik to Vapi, nothing will come because the factory is not open. Orangabad to Vapi, I am getting 8 units. So, inflow to DC, Vapi is 8 units, inflow to DC V1D is 0. Why V1D? Nothing is going, because if you see here, this is a variable, V1D facility is not open. Since facility is not open, I cannot take any inbound material over here. So, therefore, this is 0. So, now facility, Vapi facility is open, V1D is not open. So, the distribution center Vapi is open, distribution center V1D is not open. This is the initial value. Again and again I am saying it is not the optimum value. This is the random value which I have put in. Once you optimize, you will get the optimum value. But suppose this is correct, then understand the results. So, I got at Vapi 8 units. So, inflow to DC is 80 which is same as this. Then I need to see how much I am sending out. From Vapi to Mumbai, I am sending out 20, Vapi to Pune 20, Surat 20, I am whatever 20. This is the random data I have generated. So, 80 units has come, 80 units are going out. Now I have to make sure that demand is satisfied. Now the demand is this and I am only sending 20. So, therefore, it is not a feasible solution. My demand is not satisfied. So, in this model, we are assuming that all demand has to be satisfied. These values will be changed and I will get the exact value of demand over here. So, now how much is coming into Mumbai? This much is coming into Mumbai. Vapi to Mumbai 20 is V1D to Mumbai 0 because V1D is not open. So, I have to make sure that this value, this 20 is same as this because demand is 359, 160 which I need to satisfy. Vapi to Pune 20 units, V1D to Pune 0, total to Pune 20, this value should match with this. Vapi to Surat 20, V1D to Surat 0 and total inflow at Surat is 20. This should match with 87600 and so on. So, now this is telling me that demand is satisfied. Then I have to also see inflow is equal to outflow. So, inflow is 80 units, outflow is 80 units, inflow is 0 at V1D, outflow is also 0. So, my this constant is also satisfied. Now, I have another constant, this and this. So, this says if a factor is not open, it capacity should be 0 and that is what we are writing it over here. If a facility is not open, the actual capacity will be 0. If a facility is open, actual capacity will be m, big m which I have taken a very large value. Similarly, facility this is opened, my capacity will be how much m, big large value. If this is not open, then my capacity will come down to 0. So, if you see this is 0 into this value. So, my model is taking care of all the constants. Now, we have to see the objective function value. So, for objective function value, we need this input parameters, distance from factory to DC, distance from DC to customers. We also need the revenue, we also need the revenue data which is 15 dollar per unit. We also need the transportation cost data 0.001 per kilometer per unit. So, now, how can I calculate revenue? So, revenue is nothing but how much I am sending to customers. So, I am sending these many units to customers multiplied by revenue. So, if you see these many units, I am sending out multiplied by 15. So, 15 is the revenue per unit. So, 15 into sum of this is my total revenue minus cost. So, what are the cost? Sum of L 3 to Q 3. So, these are my cost. Fixed cost is this much, production cost is this, inbound cost is this, outbound cost is this, factory to DC transportation cost is this, factory to customer transportation cost is this. So, I have revenue, this multiplied by revenue per unit, this is my total revenue and then I need to subtract the cost. So, now, let us spend time to understand how this cost is calculated. So, I have fixed cost, fixed cost is if I open this DC, then only I will incur the cost. So, for Nashik, I will not incur any cost. So, this multiplied by 0 plus this multiplied by 1. So, for Orangabad factory, I will incur a cost of 1825000 and for DC, for VAPI, I have to incur a cost 1825000. So, if you add these two, you will get the value 365000. Now, what is the production cost? The production cost per unit is 7 at Nashik, 5 at Orangabad and I am not producing anything at Nashik. I am producing only at Orangabad. So, 5 into how much I am producing? 80 units. So, 5 into 80 will be 400, then inbound cost. So, inbound cost to DC. So, from factory to DC, how much I am sending? 80 units I am sending from Orangabad to VAPI and I am sending 0 units. So, total 80 units are coming to VAPI and per unit inbound cost is 0.25. So, 80 into 0.25 plus 0 units coming to V1D 0 into 0.5 which will be 20. Outbound cost again, how much is my outbound cost? How much I am sending out? 80 units from VAPI, 0 units from V1D. So, 80 into 0.25 plus 0 into 0.5, it will be 20. Then I need to calculate the transportation cost. So, how much I am sending? This much I am sending from Nashik to VAPI, Nashik to V1D, Orangabad to VAPI, Orangabad to V1D. So, these values should be multiplied by the distance. So, 0 into 144, 0 into 129, 80 into 132 plus 0 into 297. So, this is my product into kilometer and this has to be multiplied by 0.001 because that is the cost per kilometer per unit. So, if you do that, you will get the value 26. Similarly, I need to calculate from DC to customers. These are my movement of products from DC to customers. These are my kilometer. So, I need to apply some product of this comma this. So, this will get 20 into 169 plus 0 into 35, 20 into 298 plus 0 into 151, 20 into 102 plus 0 into 254, 20 into 346 plus 0 into 487. That will be my product into kilometer. Then I need to multiply the value 0.001, which is cost per kilometer per unit. If I do that, I will get 18. Now, these are my total fixed cost, which I need to subtract from my revenue. So, that is what we have done in total profit calculation. So, this first term is giving me total revenue. Second term is my cost. So, this is not optimum value. This is not feasible also because if you see this, it is not matching with the executive value. So, now I need to go to solver and optimize this. So, before I go for optimization, I need to explain the solver also. So, first thing I am trying to maximize E 19, then by changing variable cells. So, what are the cells you are going to change? D 3, D 4. So, D 3 to D 4, then I am changing D 13 to D 14. So, D 3, D 4, D 13, D 14. These two are binary variables. So, that is why I have also written D 13, D 14 is binary, D 3, D 4 is binary. Then I am also changing E 3 to F 4 and E 13 to H 14. So, these value are my movement of products from factory to DC. This is from DC to customers. So, these are all my decision variables. Whatever cells are highlighted in yellow, these are my decision variables. Then I need to add constant E 5 to F 5. If you see E 5 to F 5 should be less than equal to E 9 to F 9. So, this is restricting the capacity of distribution center. Then I have E 15 to H 15, E 15 to H 15 is my actual cells what I am doing. That should be same as my demand. So, E 15 to H 15 should be E 17 to H 17. This value should be same as this value. Then I have H 3 to H 4 should be less than equal to K 3 to K 4. This is restricting the capacity of the factory. Then I have I 13 to I 14 that is these two value should be same as K 13 to K 14. That is whatever is coming in that should go out and this is called the balancing constant. Then since this model is linear, I am solving using simplex LB. If you solve, you will get the optimal solution. So, now optimum solution is I need to open factory at Orangabad and this is the movement of the product from Orangabad to Bapi, Orangabad to V1D no movement. So, out of two factory, I am opening a factory at Orangabad. Out of two DC, I am opening one DC at Bapi. So, Orangabad factory is opened, Bapi DC is opened. So, from Orangabad factory to Bapi DC, I am sending this much quantity. From Bapi, I am sending Mumbai 359160, which is matching the demand of Mumbai. From Bapi to Pune, I am sending 315360, which is also matching the demand of Pune. Bapi to Surat, I am sending this. Bapi to Amalabha, I am sending this, which are also matching with their corresponding demand. And the total profit is coming out to be 5927495. So, this is the optimum value of the decision variables and this is the optimum value of the objective functions. So, I am sure you understood how this excel is working. So, let us move to the PPT slide. We have already done this hands on and this was my initial proposed supply chain network. Now, after optimizing, we are getting the solution that my factories should be located at Orangabad. My DCs should be located in Bapi. So, although I had two options of factory, but only one factory is open. I had two options for distribution center, but only one DC at Bapi is open. So, from factory to Bapi, Finnish good will move. Then from Bapi to Mumbai, Bapi to Pune, Bapi to Surat, Bapi to Amalabha, products will move to meet the demand of these customers location. The same thing we have plotted in map also. So, from Orangabad product will move to Bapi DC. From Bapi DC it will go to Surat, it will go to Amalabha, it will go to Mumbai, it will go to Pune. That is how your demand will be satisfied and this is the optimized supply chain network, because we got the results using optimization model. So, now for small scale problem, the excel solver is fine. It is giving me the solution in a reasonable time and I am also able to get where my factory should be located, where my DC should be located and how the movements of products will happen from factory to DC and DC to various customers location. Now imagine, if I have 4000 customers, 40,000 customers, multiple DC, multiple factory, can I solve it using excel? Of course, no, because excel does not have that capability to handle so many decision variable plus I cannot visualize it better way, because if I have 40,000 customers located across the country, 15 DC, 45 factory is difficult to visualize it and difficult to see how the movements of products are happening from factory to DC, DC to customers. So, therefore, we need better techniques and tool. So, for that any logistics will be a very useful software. As you have done it for green field analysis, same thing we will do it for network optimization. So, now let us make the problem little complex and then we will solve it using green using any logistics. So, in earlier case I had only one product in Pune, but now I have 4 SKUs, I have 4 SKUs in Mumbai, I have 4 SKUs in Surat, I need to meet the demand of 4 SKUs in Ahmedabad also. So, Pune location has demand for 4 SKUs, Mumbai location has demand for 4 SKUs, Surat 4 SKUs, Ahmedabad 4 SKUs. So, instead of one product, now I have 4 products. So, complexity has increased from 1 to 4 products in place of yearly demand, now I have daily demand. So, we have purposefully increased the complexity of the model little bit. Now if I want to solve this, excel cannot do this, because number of variables would be more and excel will not have the capability to solve this. So, therefore, I need a tool which is more user friendly, which is easy to operate and I can get the solution by clicking a button. So, for that we are using any logistics. So, we have used network optimization model of unit logistics and got the same result. You can see the Orangabad factory is opened, then VAPDC is opened and this is how the movements of products are happening from DC to various customers locations. And from factory to DC, this is the way products would move. So, it is not only telling me where the DC should be located, where the factory should be located. The energy software is also telling me actual road route, which the trucks would follow. So, that I can reach to the customers at a quicker time and total transportation cost is minimized. Now let us go to analytics software and see how network optimization can be done. Now if you see here, I will go to network optimization. Now this is the data. So, I have already entered the data the same way as we have entered the data for gain fill analysis. So, the same way we have to enter the data over here. So, quickly I will show you some of the data points. So, I have 4 customers location Pune, Mumbai, Amalabad and Surat. Then I have DCs and factories. Orangabad is factory, V1 is DC, Asikis factory, Babi is DC. Then I can see the demand of 4 SKUs in Pune is given. If you click here, it will tell you what is the demand per day in Pune for SKU 1. Then I have revenue data also, 15 dollar per unit for SKU. Then I have facility expense also. I can see the expenses. Orangabad, this is the fixed cost per day because we are entering per day. So, 7500 per day, 7500 into 365. If you do, you will get the fixed cost per year. Then we have group 3. This is 2 group V1, V1, V2 factories. Orangabad, Asik, 4 customers, 4 locations, Mumbai, Surat, Amalabad and Pune. I can see the location, exact location is also given over here. So, if you have many locations, you can auto fill coordinates, but make sure that your spelling is correct. And then we have objective member. So, revenue minus total fixed cost, inbound cost, outbound cost. In this case, I have not taken penalty. So, penalty will be 0. Production cost, storage cost also we have not taken. Total supply cost, transportation cost. So, if you take this cost, this cost will be deducted. If you do not take this cost, this cost will not be deducted. Then we have run it for your first January 2021 to 31st December 2021. You can make it live by putting the today's date to next one year. Depending upon what would be your period, you can change this. So, all of this information is given here. You can enter it manually based on your products. If you do not want to enter it manually, there is Excel template, which has been uploaded in the toolkit, which I have shown you the link. If you go to the link, you will be able to get the Excel template also, because many time problem becomes large and you are not able to solve it. You are not able to enter the data manually. So, you can take the help of those templates. Now, if I run this network optimization model, you will see this running. And can you see, I am getting the result. Total profit is 5927494.8. That is 5927495. It is matching exactly with the value, which we got in Excel solver. So, therefore, if I solve it using analog sticks, the results are coming same. But the advantage is, it is giving me a good visualization, how the products movements are happening, which route it is taking, what is the exact location. All of this can be visualized. Not only that, I can also see how the movements are happening. If you click over flow details, you will be able to see how the movements are happening. From Orangobar to Vapi, you can see SK1313900 units are being transported. I can also see what is the distance. I can also see transportation cost. I can also see processing cost, flow cost. So, for each node, from each node to another node, that is from factory to DC, DC to customer location, I can find out how many units are moving and what are their corresponding costs. So, everything can be visualized in a nice manner if you have analogistic software. So, these are the advantages and this is how you can form a supply chain digital twin for network optimization. So, I am sure you got the idea, how a digital twin can be formed. If you run this using analog stick software, you will get the similar results as we have done. So, after you run the analog sticks over there, you will get the similar output as we have shown in the analog stick software. So, we will stop today's class over here. So, thank you so much. Look forward to seeing you in the next class. Thank you.


This Air Jordan 12 used to be a grail. I'm talking about thousands of dollars. And now nobody even wants them. Today I'm gonna be giving you guys a look at the Field Purple Air Jordan 12s. And if you didn't know by now, my name is DJ and this is The DNA Show. We'll be breaking down all the styles, cuts and materials of this shoe and we'll definitely be talking about why nobody cares about these anymore. But you know on this channel, we always gotta talk about the history first. So as you all know, the Air Jordan 12 originally came out in the late 90s and we have saw great colorways and iterations over the years ever since then. But when it comes to this colorway in particular, this was actually a Gary Payton Air Jordan 12 PE when he played for the Lakers. There are some slight differences when it comes to his PE version in this shoe right here. Obviously you can tell the difference with the GP on the back and the slight differences in the color. But essentially this is a GPPE come into life as a release. We have never seen this colorway actually released to the public. So it's very interesting to see how a great PE like that or even the Kevin Martin Sacramento PE which was suede but very, very similar as well. Both of those shoes have been coveted grills for many of years now. And for a PE collector like me, every time I see a sneaker like this come about, I always gotta add it to my collection. So let's go ahead and take it to the studio so I can show you guys some comparisons and details of the shoe. All right, so as you can see right here, you got your classic nostalgic vibes with the Jordan 12 box. We've seen this on previous retros, nothing too different. This isn't a collaboration or anything. So I can understand why they went clear cut straight forward with it. Now looking at the tag, it says Air Jordan 12 retro black field purple size 13. Just for me and flipping over in the box right here, sometimes we see the black paper, sometimes we see the tan paper. And then we got the shoe. Oh, we got the shoe. So like typical fashion, we start with the bottom of the sneaker and work our way up, go through all the styles, cuts and materials and different details. So let's go ahead and get into it. Looking at the outsole right here, you got your classic Air Jordan 12 bottom. You got your carbon fiber plank in the center with the two tone. You got the yellow with the black.   We got the little ball right here showing on the toe.  And then your purple jump man tag on the side of the foot and the purple mud guard right here in your textured leather. These come equipped with a standard pair of black rope laces.  Then you got your two, three stitch in purple, two spelled out, three with the number. And then your purple jump man right here on the center of the tongue. Another hit that looks really dope to me on this shoe is going to be the gold lace loops. Now again, these aren't the metal ones. They are plastic and it's kind of got that kind of matte gold finish to it. But at the same time, it still looks pretty good if you ask me.  And then if you turn the shoe sideways, it says Jordan quality inspired by the greatest player ever. And then you got your jump man right here and the gold as well with the purple stitch. Now looking at the sock liner and the insole all black with a purple jump man, no Nike air on there because this is not a OG colorway per se. Kind of more of that PE vibe like we talked about in the past. Speaking of that, let's compare them to the Gary Payton PE. So I can show you guys the difference between materials in particular because man were the 12s so nice back in the day. So when you put these side by side with the GPPE, what year was this bro? This was like 2005 or something like that. I don't even remember. Was it 2003? There we go. That was a long time ago. So when you put it back to this type of vibe, the leather is so thick. It's so soft. It's tumbled nicely. They just, the shoe is heavier. Like because the materials are so thick and nice, it just did such a good job on the shoe. And not only because of the PE, but because of this is how they made 12s back in the day. They used to be so comfortable on foot. I remember they used to have the Flint grade 12s and the French blue 12s and the flu games and the taxis and the obsidians and all the good stuff dropping back then. It was a good time. But I say that to say, this is how things have changed over the years when it comes to the materials on the shoe. Now like I said, because this is like the PE, for me, I'm still happy with the shoe. I think if they would have threw the GP on it, we would have been just, oh, we would have been going crazy. It would have been some crazy drop. They would have done an exclusive release, everything else. I'm fine with this. They did this same thing with Mike Bibby. They had the Bibby 12s, the Team Dime 12s. You remember that? The red with the white. And then next thing you know, it was like Jim Red 12s or whatever they call them. I remember it was the same shoe. It just didn't have the logo on it. And then obviously the quality wasn't as nice, but we've seen this done in the past on previous PEs, turned into GRs. People didn't even realize it because they didn't know.  So it's very interesting to see stuff like this. So for me, instant cop, I was not mad these had on shelves. And I was also very happy. I was able to get these for my mom with ease, no problems, cause she want them. You know, I always got to get my mom the purple shoes. Shout out to my mom. So it's, you know, for me, I was a happy camper to say the least. Now I'm interested to see what did everybody else think about this shoe?  And I always do that. And if you haven't already, make sure you follow me on IG so you can participate in the polls and see the results here on the channel. Ask them the question. This is what they said. 52% of the people chose fire and 48% of the people chose trash. To me, that's crazy. But at the same time, I get it. Jordan 12s ain't popping. This is more, not a, would you call it a unique colorway? It's not your traditional colorway, right? It's not a blue or red or black and white because that's literally what everybody just does all the time. So I get that. It's harder to match with purple. You may not like a sports team that vibes with it.  You can make it make sense for the team that you like. I get that too. But for me, I think these things are dope. I tell people all the time, black color blocking, any color on the rainbow right here, white right here, any color on the rainbow right here. You guys have seen photos from me in the past, the different PEs that I have in my collection with the Jordan 12s and the different stuff like that, how you can create the whole rainbow. I think it's dope. I like it. I think there's certain models and certain sneakers that have simple color blocking like this with the 13s, you name it. Even with the Jordan 4s, we've seen that before where they just switched the color blocking, military blacks, military blues, military this, pine green 4s, like they look similar when it comes to stuff like that. So for me, I think it's dope. I think they can do this with any color and it'll hit. Like you said the black and orange is coming out. I don't really like the black and orange. Or did those already come out? I don't know. I don't like black and orange. So I don't know if they came out or not. But you kind of get where I'm going with that when it comes to the conversation. So Jordan 12s, what happens with the shoe? They come out, people sleep on it. Years later, the shoe is $350. So is this one of those shoes that that's going to happen to? Retail is like $180, $200, I don't remember. But is this shoe going to be $150 more than what it was when it came out? Or because right now they're still sitting on shelves. I'm sure a lot of you guys can say, hey, the shoe is still sitting on shelves at my local foot locker. I get that as well. But how long is that going to happen? Eventually they are going to sell out. Eventually they will be gone, you know? It takes, you know, three months, six months, whatever it takes. And then two years from now, three years from now, 250, 275, da-da-da-da, like we see it happen all the time. When it comes to Jordan 12s like this, to me, Instant Cop must have, not only for those reasons, but at the same time, I know if I can get it now for the good price and everybody's sleeping on it, and I know I'm going to want it later, I really just get it now because I don't want to have to pay the premium later because that's just typically what happens when it comes to Jordan. So that's my two cents. I hope you guys enjoyed this. This was, again, a really dope release, one that a lot of people slept on. And I think a really easy cop, especially for people that's getting into the shoe game, if you're interested in more stuff like this, hit the link down below in the description. I have plenty of tutorials that'll teach you guys all about the shoe game, the ins and outs, and how to build six-figure sneaker heads. I've done it plenty of times with helping other people and have a full program that teaches you everything that you need to know. Got another review to do. I just picked these up. I'm so excited. We got to shoot this review next. All right. I will never let you down. Yo, before you go, I just launched my sneaker head Academy where we got everything on the inside. I teach you all the stuff that I learned over the past 15 years. When it comes to sneakers, scaling, real estate, you name it, we talk about all of it in there.  I give away shoes literally way too much, honestly. But either way, I'll see you guys on the inside. Hit the link down below in my description or pinned in the comment section for DJ Sneaker Head Academy. And I'll see you guys over there.


Okay, up on the screen, I have the Docker Compose file for all of our services. So what we are going to be doing in this course is I'm going to show you how to run this in Docker Composing, though we're not focusing on Docker Compose for the course. Here we have a ready-made Docker Compose file that's going to bring everything up that we need for an environment. And as we work through the course, we are going to basically migrate from this Docker Compose. This Docker Compose file has everything that we need as far as like environment parameters and ports and all that jazz. That gives us what we need to set up Kubernetes. So in this video, I'm going to demonstrate running it. So you can see the runtime environment and Docker Compose is one type of container management Kubernetes. So obviously another type of container management. And here we will migrate over.  And then we'll be shutting it down the Docker Compose version. And then we have a number of lessons where we will be bringing up each of these components. So let's take a closer look at this Docker Compose file. And I'm not going to get too far down the rabbit hole with Docker Compose, but you can see on line three, we are defining our MySQL image. So this is what we are using to back the persistence for our Spring Boot microservices. I'm using MySQL 5.7. There's some security changes in 8 that require a little bit additional configuration that I didn't want to get into. This sets it up very simply. That MySQL image allows us to set two environment parameters. One is to set the root password. And I'm being very creative in my password there, calling it dbpassword. And all of our Spring Boot microservices are going to use the same MySQL database. This is being done just for pragmatic reasons. If we were rolling these out into productions, obviously we wouldn't want to have independent databases. But for pragmatic purposes, we're just going to be using a single database. Now the next three components, ElasticsearchKabana and FileBeat, these are for consolidated logging. We will be taking a look at that. That is going to be the last section of the course as far as setting up the consolidated logging. But you can see here we've got the definitions. We have to open up some ports. The FileBeat configuration for Kubernetes is going to be quite different from this. So I'm not going to get too far down. The rabbit hole is how we set up FileBeat at this point in time. But basically what FileBeat does is it looks at the container logging. So we log out to the console. We have our Spring Boot services set up to do JSON logging. Then FileBeat ships that off to Elasticsearch and Kabana is the tool that we use to query and view the log traffic. So let me scroll up a little bit here. Now JMS, we'll have a service called JMS, that's our JMS broker. Needs to expose two ports, 8161 and 61616. This image does have a default username and password. The services are configured to use that so we don't have to worry about setting anything up for that. This is providing our message broker. Then on line 34 you can see I'm defining inventory service. This is coming from the image spring framework guru slash KBE brewery dash inventory dash service. So this is one of the core services of the Spring Boot services. This is going to be exposing port 8082, that's where we'll be listening. Then you can see I've got about five different environment parameters. So these are overriding what's in the properties file. So remember in a Spring Boot context, if you set a environment property, that is going to override any properties that are being set in the jar. So in this case, specifically the spring data source URL, I'm setting that to my SQL. So Docker compose like Kubernetes, we'll take the service name, map that to the IP. So we can use that as a host name. So we are using a host name of my SQL in the URL, and that's how we will locate and talk to the database. So I'll setting the user a name to root and pass a DB password for the password. Also, on line 45 there, you can see that we are setting up the Artemis host to JMS. So again, we have the JMS service called literally JMS that will resolve to the IP address that is being configured within the Docker compose context. We'll have a similar behavior with Kubernetes. And let me scroll up here a little bit to get inventory failover at the top. So this is our failover service is probably the simplest one. We're just simply exposing port 8083. We don't need to tell Docker compose nor Kubernetes about the failover logic that is application specific logic. But we do need to tell them how to run the service. And so we have a pretty simple implementation there. Line 54 is our beer service. And again, you can see in this case, I'm setting up six environment parameters, giving it the name of the inventory service. So you can see on line 68, I am using inventory service. And again, the host name inventory jazz service has to match the service name. And that's how we are doing service discovery through looking up of the host name, allowing Kubernetes or in this case, Docker compose to manage it. And let me scroll up to order service. Very similar to beer service. But in this case, we have an environment property to set to beer service to tell the order service where the beer service is. And then the five other environment properties are the same. And then finally, we can see that we have the gateway. That is the gateway spring cloud gateway that fronts all the microservices. And in this case, I am exposing the ports for each individual service. And the way I've set this up is that we can talk to the services directly or go through the gateway. So I didn't have to do that. This is just how I chose to do it. And it gives us some flexibility. So I'm going to toggle over to the command line now. And we'll take a look at running these. Okay, so I am in the root of the project. I do an LS there. You can see that I'm in the root of the project directory. And you can see that I have the composed local Gamble. Now to run that, what we want to do is Docker compose. Minus F for file. And just doing compose and hitting the tab key for the autocomplete there. This will tell Docker compose to run that file. In this case, we want to say up. And then we will pass a minus D to that to run in detached mode or the background. So let's go ahead and start that. See that we are creating a network for our Docker compose network for the KBSP microservices. And you can see each one of these services are starting up for us. And some take a little bit longer than the others, but it's going to take a moment for everything to start up. I'm going to pause the video while everything initializes, and then we'll come back. Okay, we can see everything has initialized. If I do a clear, and now we can do Docker PS. We can see that all the services are up and running. And again, this isn't a Docker compose context. So everything has been brought up in individual containers.  And in this case, the gateway is exposed on port 9090. And I can come in and make a query of that. And you can see that I'm getting beer information back. So this is going through Spring Cloud Gateway. If I want to go directly to the beer service itself, I can go to port 8080 and query that. And this is going directly to the beer service. So this is making a query from that service directly to that. Whereas 9090 is going to be going through Spring Cloud Gateway. Go like that. And that is going through the gateway. Now, one other thing that we want to take a look at is that we do have consolidated logging. I'm going to come over to Chrome. And here, this is a Kibana. And now I'm going to have to refresh this. And what I need to do is go ahead and load up some data. So I'm going to say discover. We need to create an index pattern.  And this is telling Kibana basically how to index the data. We want a time field. And creatively, our logging is going to at time stamp. So we'll go ahead and create that index pattern. That sets that up. And now if I come back over here to discover, it takes us a second but we'll be able to see. And this is actually data coming back from the various services. So we do have no properties being logged. And you can see we get quite a bit of a rich information here from these. And I'm not going to go too far down this. But effectively, what's happening is we have the three micro services running in independent containers. File beat is monitoring each container, the council logs, and shipping those off to the last database. And then we are seeing the data here. So again, we are going to be going through setting up the services first, then the spring boot microservices, the gateway, and then the last section of the course. We'll take a closer look at setting up consolidated logging. I'm going to jump back over to IntelliJ. And again, just to recap what we are going to be doing going forward in the course. Initially, we are just going to be setting up MySQL. We are not going to worry about elastic search, Kibana, or file beat until the last section of the course. We do need MySQL, JMS, inventory service, inventory failover, beer service, order service, and the gateway. And we will be setting this all up as deployments and services within Kubernetes. And coming up in the course, we will go through each one of these. We will set up the deployment and services as well as the environment properties that are required for each one. Okay, the last thing that we want to do in this video is to go ahead and shut down the Docker instance. So I'm going to come back over to the command line. You can see that we still have our Docker services running. And to shut everything down using Docker compose, we can do Docker compose minus F and give it the compose file. And we just simply issue the command down. And that will shut down all the services that we brought up with that Docker compose file. So if you're filing along at home, it's brought everything up. So Docker compose file name down will shut everything down. And coming up in the video, so we will start tackling bringing everything up in Kubernetes.


Hello and welcome to the new season of the Coaching Manual podcast hosted by me, Danny Mills. Today I'm joined by former Manchester United, Middlesbrough and West Bromwich Albion midfielder, Jonathan Greening. Jono made over 250 league appearances in a career that spanned 21 years. He was also part of the famous Manchester United squad that won the treble in 99, including the Champions League. Jono is now head of player development at the I2I International Soccer Academy in York, a program that allows players to train and study at a very high level while doing a degree. So welcome Jono, really appreciate you coming on our podcast. So let's go back to the beginning. What got you into football? What got you started playing football? Well I absolutely love football from a younger age. Always had a ball at my feet, always practising. Then obviously got one of five kids, three brothers, one sister, one of us loved football. So from the start my dad absolutely loved it. So from like two or three, always with a ball. And then did you go into grass roots? Yeah, yeah, so I played for a team in Scarborough. Schools Park Reds were called. I'm beating for about ten years. And it's great now, just look at it now. You're reminiscing on what we knew about 30 years ago, maybe. You've just got a smile on your face. And I think that's what people forget when people have gone into professional football and become very, very successful. When you look back on those days, just the pure enjoyment of just having fun playing football at that age. 100% right. I think I speak to coaches. Nowadays kids play too much. And I'm like, play too much.  Played all the time. And I think nowadays, coaches, I hear say, you know, they're going to get burnt out. They're going to get burnt out. I'm thinking, oh, yeah, I just wanted to play. So when did you first move into, I suppose, the professional system? Who first recognised that you had more than a little bit of a availability? Well, it was, I was 14. Didn't go through an academy or anything like that. So you were quite late, really, in terms of getting into the system? Yeah, really late. I got spotted actually playing for North Yorkshire football, you know, the Repside. Got into the under 15s team. We played again against South Yorkshire. I think I scored three. Obviously, you know, I used to be a striker when I first started. I was never that good to even start as being a striker. Yeah, so scored three. And then somebody pulled my dad on the way out in the car park. Just a quite little word. You probably know what it is. A guy called Ricky Sprazier, who was actually doing the Man United 23s at the moment, and said to my dad, would you all, I'd like to come for a trial next week in York City. And my dad said, yeah. But the funny thing about is the next week when I was supposed to go on trial for my trial game, I got stuck on the bloody A64 coming from Scarborough to York. And then back in massive crash, I actually missed my trial game. So obviously, no mobile phones in them days, couldn't phone, say you didn't turn up.  So Ricky Sprazier just thought I didn't turn up. So on the Monday night, the landline goes and it's Ricky Sprazier. Why didn't you say anything yesterday?  I'm crying and upset, you know what I mean? So in fact, technology could have ended your career, or lack of technology. Lack of technology, yeah. It could have been a case of they'd have thought he's not interested, he's not bothered, or for whatever reason, and I suppose it could have easily gone the other way and they'd have just ignored you completely.  Where were you? Really? Not picking you up, but they must have actually thought that you were a decent player because a lot of players, they'd have just been. Yeah, I was really lucky. I remember being so upset that weekend and then obviously Ricky phoned on the Monday night, but can imagine if he, as you say, if he didn't phoned, you know, my career might not have got started. Anyway, I went the next week and did OK in a trial game, and then they signed me on Schoolboy Forms, and that's how my career started, really. So was he the biggest influence, you would say, or were there other coaches that had a huge influence in your development, in your young career? I think, yeah, he was one of them. Obviously, a couple of years later, when I was 16, and I just signed the first year YTS, he went to Sunderland, he got poached by Sunderland. He tried to take me with him, but Sunderland wouldn't pay the 50 grand the York City wanted. Can I just let everybody know, listen, this is 50 grand for you, not 50 grand a week. This is how far we're going back by the way. I think I'd have been on 38-pound YTS money or something like that. I can't remember what it was actually, because there'll be kids listening now that thinking, 50 grand, is that all? Premier League player, Champions League winner, whatever. No, this is 50 grand for you. Yeah, just for me to go from York to Sunderland, not 50 grand a week. But yeah, so I ended up staying, but my coaches at York City had quite a few, a guy called Brian Neves, Derek Bell, Paul Stankliffe. They probably saw a lot in me because I was a late developer. I probably wasn't strong enough or fast enough because I didn't have any endurance. I probably had the skill, but I lacked physicality. So then obviously you did well there. So how did the move about going to Manchester United, how did that come about? Well actually, I was on an old York City staff, players, night out on Saturday night, and I saw the manager giving me my chance in the first team at York, Alan Little. And it's a good story actually. I remember cracking into the first team about 18, 19. I scored loads of goals in the reserves, put me in the first team, and we played full of them at home. And he put me up front with a guy called Gary Bull, I don't know if you remember him, quite a prolific score in the lower leagues. He was about 33 at the time, I was about 18. And I played terribly. I mean, I was shocking.  And I remember going after the game, past the manager's office, and all I heard was, Jono, can I have a word? And he was a scary guy.  You know, he didn't want to get told off by him. And I thought, oh no, I'm in trouble here. So he called me in, sat down, and he says, how would you like to go to Manchester United, son? And I was like... What, to watch a game? I was like, what do you mean? He went, Alex Ferguson's been on the phone. He wants you to go trading next week Monday to Friday. Do you fancy it? And I was still thinking he was going to crack a joke. And he went, I went, are you being serious? He went, yes. Do you think I'm joking? And I said, oh, I thought you were bringing me into the ball at me because I played terribly. And he started laughing. And anyway, I decided, obviously, I'm not going to turn it down. I supported Manchester United as a young kid. I ended up going to Manchester United on the Monday. And I trained Monday, Tuesday, Wednesday, Thursday. And I always remember after my four days of training, I trained with the first team, not the reserves or the A team, it was with the first team.  He says, it's not fair, it's your one little bit. And then a couple of weeks later, I went there.  Massive confidence boost for you, huge bonus. But what about the players that you were playing with? So you'd have been just behind the class of 92. Were you a year, a couple of years younger? No, so I was, yeah, four and a half, five years younger. I know I look old now.  But I mean, so that must, again, so you're training with these guys now, day in, day out. This is almost more than a dream come true, I'm guessing at that age. Massive dream come true, supported United as a kid, loved Eric Cantona. He unfortunately just retired a couple of seasons before that.   But you must have learned so much from the players, from the manager, anything in particular that stands out, that there were moments where you just went, light bulb moments, oh, that's it. That's what I need to do. This is what I need to listen to. Standard, you know, well, you'll know this because you played, you know, the top level and played for England, but standards was the biggest thing. I wasn't good enough to play for United. You probably were maybe a long time. You were a long time. But yeah, I think standards was the biggest thing I learned. Roy Keane was, you know, his standards were so high, but he set the bar for everybody else, really. And if anybody dropped below them standards, he would be on you. So for example, you know, timekeeping, you know, professionalism, wearing the right kit, you know, respectful to staff in training grounds. Because I think people sometimes forget those little things actually make a difference, you know, and when you see it now, players walking in with headphones on or looking a little bit sloppy, it's very, very easy for young players to fall into that trap and they are, I just do what I like. But the moment you have a bad game, that gets thrown at you. Your hair's too long. Your beard's too scruffy. Your shirt's undone. All these little bits and pieces. And clearly for you, that's one of the standout things about to Alex that made him such a great guy. Those standards, maybe like Pep Guardiola is now, were so exact. Yeah, 100%, I think Alex Ferguson drove those standards, Roy Keane drove those standards. And if training wasn't on point, it wasn't the actual manager or probably coaching staff who actually said anything. It was the actual players. You know, so if, for example, a possession game was getting sloppy and people were giving it their way, it was the actual players who were actually having a go at each other. And sometimes, you know, what it's like, sometimes it gets heated. And I think that's what was so amazing about that squad at the time. I know standards obviously drove you to the most successful team and be part of that of all time. The treble win inside, league, cup, champions league. I mean, just how good was it to be part of that?  Yeah, I mean, it was amazing, but I still think, you know, I feel like a fraud every now and again. You know what I mean? People say, oh, you don't deserve to have the Champions League medal. And I get that because I didn't make an appearance that year. But what people don't understand is a new know what it's like.  I travel to every single game that year in the league, FA Cup, Carling Cup, Champions League. Usually, yes, I was the 19th man left in the stands, you know, but I was always learning. But every time we come back from the Champions League at two in the morning the next day, I go and play in the reserves.  Like I mentioned before, before I got turned into a winger all centre-mid. And that's got a couple of goals. You know, I think I got 28 goals in the reserves in 22 games that season. So behind the scenes, you know, I was working extra hard. I was trying to get better.  I did that with England an awful lot. You know, only 19 caps. But I was probably in 50, 60 squads, often sat behind Gary Neville in the stands knowing full well. Unless he got injured, I wasn't going to play. And I think people forget that sometimes. There's an awful lot of work that goes into the rest of the squad. And I think now we do see these big squads. But the effort and the work that you put in, it's almost more than what the first team players are putting in. Because you're doing all the work they're doing. OK, you may not play the 90 minutes, but you've still got to then get up the next morning train, go to the reserve games and do almost extra work to what they're doing. Exactly, yeah. You hit the nail on the head. And I think, you know, but it's part of being a young player in the game as well. You're still learning your trade. I think playing, you know, I was at United three years, but, you know, I only made 34 appearances in all competition. But I probably played 100 reserve games and another 50 behind close games, you know. So I got a lot of development from that. I left at 22 because I needed to start playing regularly. And I didn't just want to be a player that, you know, stays at a team and be a squad player. You went to Middlesbrough, didn't you? Yeah. With Steve McLaren. And it's often said that Steve McLaren is one of the best coaches around. Obviously, I work with him at Middlesbrough and with England. I thought he was a fantastic coach. Can you put it into your... What do you think made him a great coach? If you think he was a good coach? Yeah, I totally agree with you. I think Steve was a brilliant coach. When he was at Man United, I think when Alex Ferguson brought him in, obviously Brian Kidd, who was a legend of the United at the time, had gone. So it was a big, you know, void to fill. But he came in.  He's always enthusiastic. The sessions flow really nicely. And he expects hard work and high standards. And I totally agree with you. I think he's a top, top coach. And when he asked Alex Ferguson if he could take me to Middlesbrough with him, you know, it got a little bit tricky because Alex Ferguson wanted me to stay. Steve had obviously accepted the job at Middlesbrough and he wanted to take me. And I think that summer, I think United had just signed Van Nistoroy for a lot of money and Veron for a lot of money. So when I had to knock on Alex Ferguson's door to have to leave was not a pleasant experience. I'm sure it wasn't. But you obviously did very, very well for Middlesbrough. Play of the year, 0-2-0-3, if I'm right? Yeah, correct, yeah. So again, you know, you're going there. So you must be 22, 23 at the time. I mean, that's a fabulous start, you know, to your career. Coming from Manchester United, getting play of the year. Is there anything in particular that Steve had done at that time or the coaches have done to improve you even more than when you're at Manchester United? Yeah, I think the first year I actually struggled to be fair, Milsie. You know, I'd gone from playing seven or eight games in the first team a year to playing 38 games in one year, Premier League games. It was a tough first season. Quite a few fans were on my back to be fair. But I think the best thing about Steve McClaren was he stuck with me. He knew that I was a good player and that I was learning and, you know, getting my first season of playing. And had that helped that you'd worked with him at United because he'd seen you day in, day out and he knew you could probably handle, if you can handle the pressure of being in even United's training squad, you can handle pretty much anything else. I think you're totally right. I think he knew I could handle it. You know, he knew I could take the stick from the fans, you know, if I was getting booed on the pitch or whatever. And then I remembered after my first year... Don't think you ever got booed as much as I did. I'm not sure about that. But after my first year, I remember him coming back pre-season and he said this year is going to be your year. I played nearly every minute of every game and he's got three per the years that year and really enjoyed it. My third year when you came, it was quite a successful season when the Carlin Cup. Obviously, I got injured in the semi-final, Tom or Fi tried to get back fit for the final, but Steve bombed me out for Stewie Downing, who went on to have a good career, so I played to him. I mean, we did. We had an incredible squad of players. We lacked a real centre forward. We had about seven false number-nines at the time. We didn't really have anyone to score too many goals. You were a midfielder winger at the time, but of course we had Gareth Southgate, who was one of the reasons that I went there on loan for that season. I knew Gareth very, very well.  You played with him longer than I did. Yeah, I played with him for a full three years. The summer I went to Middlesbrough, he came as well. And he was...  But he's professionalism, probably similar to Roy Keane, he drives high standards, you know. Not quite as angry. Maybe not as angry, but he probably does it in a more polite, you know, nicer way, because that's the kind of guy he is. But he demands, you know, 100% in training, 100% in games. And he was a born winner really, you know. He was really good for me as a young kid, because, you know, he'd give me advice on what I need to do better, what I needed to work on and stuff like that. And I think, you know, he's done tremendous, obviously, with England, so... And did you always think that he would go into coaching? That would be his pathway? Yeah, he was definitely that kind of player, you know, straight away, sort of like, you know, he was the one who was probably going to go into coaching or manager. Obviously, he had the chance at Middlesbrough when he was coming towards the end of his playing career, but, you know, it didn't quite work out.  He did the, obviously, England 21s for quite a few years.   Well, I always look back on, like I said, I was Gareth Schofer for a while. I used to drive him in pretty much every day. But, again, you talk about the standards you had at Manchester United. He'd obviously been at Palace, at Villa. My big club's been captain. His standards were the same. And I say to people now, he never messed about in training. I might have done from time to time.   I don't think I ever beat you a whole season. But even in those little boxes, those little rondos and whatever, every single pass that he made was proper. There was never any flicking the ball around or trying to nutmeg people.  Every single day, he'd make sure he'd drink and eat the right foods and prepare. And I suppose that's now what he's trying to instill into these younger players at England, trying to go back to those old-school standards. Yeah, and I think old-school standards, you know, is a must.  I mean, obviously, I'm a coach now and it really annoys me when people start flicking, because I'm like... Like you did. No, I never went in the middle. Ever went in the middle. You know that. But like, I think you get obviously a different head on one of your coach, anyway, but Rondo boxes, small possession games... They're for a reason, aren't they? Yeah, the name of the game is not to go in the middle. Not to give them all away. That's the whole point. I think you did used to stitch me up a few times. Yeah, I might stitch you up a few times and annoy me, but... But yeah, high standards, I think, and old-school values are massive in the game, still. And of course, you moved on to West Brom, worked under Gary Megson, Tony Mowbray, another player of the year. I mean, you've done... You've done not bad, have you, in terms of player of the year, and that's what I mean, and that's difficult. Different clubs, different styles, different appreciations. You missed my young player of the year at Man United. You're not doing your homework properly now. We don't count young players. That doesn't care. That doesn't care. But I suppose, of all the managers, is there one that stands out in terms of coaching that was different or better than all the rest? Obviously, Steve McClaren, fantastic coach. We've talked about him quickly. I think one that affected me, you know, you have certain coaches and managers who, you know, who probably see something in you you might not have seen yourself, was probably Tony Mowbray, I'd say, at West Brom. He came in after Brian Robson and Gary Mekson had left. And after one game, he said to me, going back to stand, as I suppose, he said, listen, I've heard a lot about you, but I just wanted to say, you know, I've watched you in training over the last week, 10 days. You're professionalism. You know, wanting to do extra this, that, and the other. I want to make you captain. And I said straight away, I said, I'm not sure about that, Gaffer.  And he just said to me, listen, I want you as captain. He said, I want people to see, you know, how hard you work in training. You're one of the first to leave. You're always getting massages. And he named me captain. So I remember going home and telling my mum and dad and my dad was like, are you sure? I was like, cheers, dad. I think that was the transition of the old school captain, vocal, shouting, throwing teacups, you know, ruling by, you know, iron fist or something, actually, ruling by leading by example. You know, this is how we do it. These are the standards. These are the sort of, this is moving towards a more technical-based captain rather than a screamer and a shouter. Yeah, maybe, but at the time, I didn't really know that. My captains, I'd always had, you know, lead from the front, you know, Keen or Southgate. I think even you were vice captain once, right? Yeah, I can't remember.  And I think for them few years we had Tony Mulberry. We obviously got to the playoff final against Darby. Lost 1-0 even though we absolutely battered him in the final. The following year we went up as champions. I think we scored quite a few goals. Kev Phillips got 30 or something like that. And we lost in the semi-final of the FA Cup to Portsmouth. Even though we should have won that game as well. So it was, you know, two successful seasons and then the third season under Tony, obviously we got ready to get it from the Premier League. Even though we actually played great stuff, we probably just didn't have a goal score because Kev Phillips had gone. That was our main downfall. Again, was that your mandate at the time? We are going to play good football no matter what and not going to sacrifice too many of those principles. Yeah, I think it was. Tony Mulberry loved to play out from the back, loved to play through the thirds, wanted the two-cent, however he played, he played with one centre midfield innovative back then, wasn't it? No one else was really doing that. We need to win, let's get the ball forward, shell it long, boot it as far as possible, get it in the box. Yeah, yeah, true. I remember some of the early games for Tony Ads and, you know, would win a few games. You know what it's like when you win a few games, the fans are always on your side, but if you draw a couple at home or whatever, you know, the fans start getting a bit shaky. And I remember playing a game at home and I can't remember it was against and it was 0-0 at halftime, but they had absolutely battered them, you know, would pass them off the pitch, probably, I don't know, just 75% possession, whatever, but we should have scored a few goals. Anyway, it was 0-0, I remember getting booed off. I remember Tony, who you probably know anyway, nice and calmly walked in and said, lads, don't worry about the fans being in. Keep playing the same way, they can't chase the ball like that for another 20 minutes, they will go in 10-15 minutes. And we ended up winning the game 3-4-0 and after the game, he just walked in and said, I told you, simple as that. You're listening to the Coaching Manual podcast hosted by me, Danny Mills. After West Brom, you moved on to Fulham, worked with another England manager, so you've got Gareth you've worked with, not as a manager technically, Roy, Steve McLaren. I mean, was Roy different to the others? Roy was very different. I really like Roy. It was great and obviously it took me... I think Roy gets a hard time sometimes because his demeanour that he comes across in press conferences and to the media, it's quite dour, it's quite dull, quite boring. I always say to people, I don't understand it. If you're in a room with Roy, and just all you're having a chat with him, he's engaging, he's funny, he's got the moment the camera comes on, it goes. And I just wish he would come out and be a little bit more expressive like that sometimes. I think it's a defence mechanism for him, he's certainly right. He's a really nice guy, he's got great stories, he's quite a funny guy, he's very, very intelligent, he speaks a lot of languages. When you talk to him, you are engaged in what he's actually saying. Unfortunately, I had a year with him, it was the year we got to the Europa League Final of Fulham, 2009-10. And all I can say about Roy is he's so well organised. Every single player that year knew the rules and responsibilities. It didn't matter if it was me playing centre midfield, Danny Murphy, Dix and Ertuu, we all knew what we had to do, or if I had to play on the left, every single position everybody knew the rules and responsibility individually and within the team. And he likes to get to banks of four, one of the strikers sitting on there lying midfielder, maybe not a possession-based game, but I tell you what, we knew our rules well. And you were so close to winning Europa League Final of that stage. That meant you would have had Champions League and Europa League. It would have been nice if it would have won it, but it would have been a bit better because at least I played a few games in that Europa League. But it was a great season, the manager was top notch with me. Training was as intense as probably Esteem McLaren's training sessions, it was more shape, you know, and strategy work really, but other than that, you know, it was really good season. Great team spirit, great set of lads, and the biggest thing about them, professionalism to the top. So obviously football come to an end. We just sort of go back and remind people, the way I look at it, you're an incredibly gifted technical player, a lot of ability, keep the ball almost ahead of your generation. I look at it now, you'd have fitted in perfectly to the way that teams play now. You know, sometimes maybe the games that I played in and played against you at times is a bit more physical to say the least. First thing I've done is kick you off the park. That was just how it was. But the huge big thing now is everyone talks about ball retention. You know, you're now a coach. Coaching kids at a very, very good level. How has it changed in your opinion and how has the game evolved from what it was even sort of 10 years ago?  But yeah, it's definitely changed.  We're not that old, but we call it back in the day, don't we? I think ball retention I think it has to start at younger age.  And they're getting that from a really, really early age in Spain and Italy and places like that. Whereas not so much in England.  And I've got two boys who are 14 and 10 who have played from under sevens. And, you know, there's, I mean, it's hard for the coaches because, you know, they have full-time jobs, you know, they haven't got time to prepare and stuff like that, and sometimes it's just the parents who are taking it. But I think it needs to start earlier in kids' development about, you know, how to keep the ball first. And is it still, especially in England, is it still competitive? Are we still two results orientated at that young age where actually it's about let people express themselves, let them make mistakes, let them learn?  Not for me, you've got to keep the score lines. But I think you've just got to encourage more the kids to, you know, get on the ball, believe in themselves, concentrate on the first touch, wait a pass, pass selection, you know, switch the player through balls, defenders, not just kicking it out, you know. So I mean, I watch a lot of grassroots as well. My three boys have been through the system. Parents shout from the sidelines, coaches say, don't do that again when you make a mistake. How do you deal with players when they make a mistake? So you've asked them to play out from the back, goalkeeper rolls on the ball, and he makes a mistake. How do you deal with that now? Well, I do under 21, so it's probably a little bit different because the results matter.  Obviously, you know, I like to pass the ball. I like creativity, especially in the final third.  But it's game management for me, especially at my level. So if I want my boys to play out, obviously they've got to have a good first touch. They've got to be comfortable on the ball. They've got to have composure on the ball. And the biggest thing is they've got to want the ball. You know, we've all played with players who, you know, hide, don't actually want to get on the ball. But they've got to want to get on the ball, make angles, create space, make the pitch bigger as they can. But it's playing at the right times. At my level, maybe not under 21's level. It's when you keep the ball, you know. So if you all want to look with two minutes to go... So decision-making is probably one of the biggest things. So once you've got the technical elements coming through the ages, you're coaching now not necessarily development, but actually coaching decision-making when to make what decision. Decision-making, yeah, correct. And for instance, if they make a mistake, it's obviously telling them, if they make a mistake, even though they probably know themselves anywhere, and then encourage them to, you know, make a better decision next time. So, for example, if it's the last two minutes of a game and you tune it up and you send a back splitting to get on the ball and he passes it straight to the striker and scores, hopefully next time it's two minutes.  So it's just decision-making. How hard is it? Everybody now wants to play like Guardiola. We saw how good Guardiola's Barcelona team was back in the day, possibly the best football inside that we've ever seen. Manchester City are trying to emulate that, trying to knock on the door of the noisy neighbours across the road, the red half of Manchester trying to emulate, you know, and their success. United didn't play like that back in the day, but the game was different. How difficult now is it to try and get that transition? Do you think of the clubs that aren't quite as good as Manchester City? Because everybody wants to be like Man City, but is it possible if you don't have the players with that skill set and is it worth persevering? I just think, obviously, your days at West Brom where you tried it and got relegated, is that acceptable in this day and age because you're playing good football? It's all about players. You know it. Manchester City have got unbelievable players, Barcelona have got unbelievable players, very technical. Obviously, Pep's got a way of playing. Can everybody do the same thing? Yes to an extent, but it's all about the players, the top notch players. Obviously Liverpool have got a high press, but good with the ball as well. People have different, you know, ways of wanting to play. I don't think anyone can play Pep Guardiola's way without working on it day in, day out, but at the end of the day, if you don't have the players, you cannot play that way. It's like, if I tried to play with my team, the way Pep tries to play, I won't be able to do it because the players first touch I'll let them down, the way I've passed I'll let them down, you know, they won't be composed on the ball like somebody like, you know, David Silver is and it just doesn't work. So it's all about the players for me. I mean, that's just my own opinion and football is all about opinions, isn't it? And everyone's got a different opinion, but to be like Man City or Barcelona, what would be your advice to coaches that have sort of these ideas that we want to play like this? You know, this is how we're going to play. You know, what would you say to those if you had a room of coaches, what would you say to those coaches to encourage them to maybe coach in a slightly different way at times?  So for example if you've got two centre halves probably weak on the ball then really you don't want them splitting and getting on the ball. So you might have to think about getting your full box wider and getting what if your two midfields are quite good on the ball maybe getting them on the ball earlier and bypassing the two centre halves and playing to your strengths and then playing from there and just telling centre halves, I know it's old school but play simply, you know, all you've got to do is head, tackle, as soon as you get the ball give it to your centre midfield player. I played with Spencer Pryor, Marta O'Neill was manager at Norwich at the time and he was like do not let Spenner have the ball. He was on our team, he's like let him edit, let him kick it and let him do whatever but do not give him the ball on the floor because he's going to give it to the opposition. To be fair, the same when I first went to West Bromkai Magsum was there and I remember we played at home and it was still nil and it was playing in midfield and the ball was, you know, knocking around we're keeping the ball and I passed it to Moro and Moro's just like booted it out of play for like a throwing stroke you know, right in the corner and then he scored for me and I remember coming into half time and Mega going Jono, Jono one thing you've got to know is we do not pass the ball to Moro all he has to do is head it and kick it and I remember thinking right, I better not pass to him anybody. I had to be incredibly successful you know, at West Bromkai as coach and now manager full term and he's actually playing out from the back so players do change, you know, they do change the present and just because you've not and I get this as a pundit an awful lot, just because you weren't that type of player doesn't mean you can't coach or describe things in a different way does it? Yeah, 100% and I think I knew what I was supposed to do, I just couldn't do it that was a problem. You're putting yourself down Mils, you were a top player mate you know what, but yeah going back to Moro you know, he's come into the coaching game, managing game and he's doing really well, probably one thing that people have said to me this year is that he's actually probably trying to play out too much so you know what I mean, fans are always going to moan when results are going the right way, you know Moro's not won a game for a few games so fans are always going to moan but yeah, you know, he was probably a no nonsense centre half head kicker but he likes his teams to play out from the back A few more questions just briefly now just walking on to coaching and coaches one or two crucial bits of advice that you can give to coaches now that you've learnt through all your experience with working with some of the best managers the best coaches and now coaching yourself and still young in all honesty those two golden nuggets of advice for up and coming coaches I think the biggest advice I would give to any up and coming coaches or grass roots coaches or even coaching the game is one simplicity of the session I think just when I've done my UEFA B UEFA A Mod 1, 2, 3, advanced UEFA award and a lot of it is just out there and you're thinking I've been a professional for 20 years and I've never seen anything like this you've got diagrams all over the place you know lines all over the place, numbers growing all over the place and it's like this isn't the real world so have your session plan keep it simple do it for 10 minutes and just do and that's enough isn't it so basically I make my sessions real simple simplicity is key for me so I might start with a warm up, a round door box might go into a bit of a passing technique drill into a possession drill then I'll take that possession drill whatever I'm working on into a small sided game or half pitch game but it always has got a meaning to it but it flows nice and quick everything simple is to the point I hate coaches who stop start, you're probably the same as a player I think that day and age is gone, I think you can just shout things actually walk into the session and speak to somebody individually just tell them a little point or speak in between sessions just quickly or after I think what I've seen just over the last four or five years of actually doing coaching badges and stuff like that is a lot of coaches stop and start like literally walk into the session every one minute, two minutes and you know what it's like as a player Milsie if you're doing a possession for six minutes you don't want to be stopped eight times in that possession drill you just want to go and play don't you and get a sweat on and work on things so I think that's the biggest thing, simplicity and maybe not as much stop stops dying that's brilliant, it's going to finish with a few quickfire questions if that's alright best kit you've ever played in a few? Yeah I've played in a few I think it's got to be you probably might back me up I don't know it's got to be wearing the England kit doesn't it you know what I mean I only played 18s and 21s I got in one full squad actually I don't know if you remember but when I looked at that question I didn't actually think of England kit I don't know why I just went to all the club teams alright when I was thinking about it last night when you sent me the questions over I was thinking quite a few it's my old York City kit when I first made pro because it always has a special place in your heart when you play your first professional game but I think it's got to be just wearing the England kit you know as a young kid you always dream of playing for your country you've experienced the world cup so you're one step ahead of me mate well I've got a Champions League though the funniest thing you've seen on the shining pitch the funniest thing I've seen is probably back when I first signed for United we were training out at the cliff the old training round and me, Wes Brown, a few of us were just pinging a few balls as you do like you mentioned earlier in the program and Alex Ferguson was talking to Kiddo in the middle of the park and Wes has just pinged on to me and it's just gone off point and it's it, Alex Ferguson right in the side of the head and everybody it was just like one of those moments where everyone just you know is in shock and Roy Keane was like and Ferguson just turned around and went what the hell kicked that ball and Wes was like that and then to be fair to him he was going mental for about two minutes and then everybody in the whole pitch just burst out laughing and even Alex Ferguson burst out laughing so I'd probably say that I thought you were going to say Steve McLaren's teeth when it came out I remember that day Steve McLaren had his teeth done didn't he I think you had one too many and there was like too many teeth in his mouth and they were like they were Hollywood's one of the first I forgot about that that was funny yeah Worst dress team mate well apart from you Milzy to be fair you're not too bad we've had a few boring dress that I've taken but not worst you're always safe mate always safe probably there's a few Karnie, terrible dresser you remember Jeremy I used to come in and like robe things Joseph Desiree job it was terrible probably I don't know if you were there with Dean Windas, Dean Windas was no but I've seen Dean a few times not the best I'm just trying to think anyone at West Brom it was quite bad it was quite safe there actually Karnie was probably the worst at West Brom and Fulham was decent quite direct London bro down the Kings Road down the Fulham Road all in the designer gear I'd probably say Karnie or Jeremy they were terrible dresses most underrated team mate that you played with that's a tough question underrated I'll tell you who is probably underrated and gets a lot of stick but I think he doesn't deserve he's probably Chris Brunt you know I played with him for three or four years actually a YT at Middlesbrough when I first went there and he got released and he went to Sheffield Wednesday and built his career from there but he has got a wand of a left foot maybe lacking a bit of pace but he's left foot I don't think I've seen much better than he's left foot I think he's very underrated I think West Brom fans probably a bit too hasty with him harsh on him especially the services given he's been there nearly ten years and on his day he can whip a great ball he can score free kicks, he can set goals up so he's probably one of the underrated players I've played with worst game plan and what manager prepared it worst game plan I remember playing Bansley away with West Brom I think we were third in the league, fourth in the league about January, February time it was the year we got lost in the playoff final and we were doing really well playing 4, 2, 3, 1, whatever you want to call it 4, 4, 4, 2 all the same in it, four missions and we decided to go three at the back and played it all season hadn't really worked on it and we were four in the down at half time not a good one to be fair to the manager he came in at half time and said the same hands up, my fault let's go back to second half alright, but we still lost the game this might be difficult best trainer one name, that's it that is a big one there's some good trainers around even you were quite a decent trainer you got to put Southgate up there as well he was an unbelievable trainer I probably have to go one key probably have to go standards if it was a passing drill you should have gone mad if it was a clutch let you down or if it was bobbling into you if it was a possession drill if you lost a ball you would be on you your standards were so high and I think it has to be worked in worst trainer a few of these at Middlesbrough I was only there for a year there was quite a few Massimo Macaroni was a bad trainer wasn't a great striker either maybe not I said that, not you but went in that bracket flaky, I'm sorry just trying flicks all the time and not doing the right things in training West Brom probably we had a guy called Boston Caesar I don't know if you remember him, left centre half in games actually decent but in training you'd think don't ever put him in the team but actually when he played he was actually quite solid yeah so not many bad trainers to be fair best player you ever played against tough question I'm gonna say it's either Zavi playing for England 21 against Spain or Paul Sculls they're not bad are they Paul Sculls as you know could hardly run pre-season was always at the back never did gym work so clever, you went to go tight you'd flick it round the corner you didn't get an area maybe spraying it all over the park you could score a goal and Zavi was just unbelievable very similar to Paul Sculls proudest moment in football everyone probably thinks it's the Champions League like we talked about earlier but it's actually winning the championship with West Brom so obviously the year before the start of that season I got named captain and then that season I played every minute of every game all 46 games just to play every single minute of every single game and not get injured is some achievement in itself and then to win it yeah well I actually played 55 games you're just showing off now but yeah I think that's the proudest moment because obviously I was named captain I wasn't too sure I wasn't too comfortable being named captain changed position a little bit to a bit more of a disciplined center midfield player and added a lot more responsibility and obviously you know what it's like the championship's a tough league it's not easy as everyone finds out it gets relegated so to win on the last game last game of the season against QPR waiting to lift that trophy was some feeling if you go back and play for just one coach throughout your whole career who would it be? it has to be Alex Ferguson didn't it you know it'd been nice to play for Alex Ferguson when I was a bit mature as a player you know between 25 and 30 and maybe after 250 games of experience so I'd probably say Alex Ferguson and just one last one have you ever used your name to get to the front of the queue or restaurant or anything like that 100% mate I do it every Saturday night fair play to you right thanks John you've been an absolute star really appreciate you thank you so much for joining us on the Coaching Manual podcast and good luck with all your coaching thanks Lindsay thanks very much to Jonathan for joining us for the first in the new season of the Coaching Manual podcast thanks to everyone for listening you can keep up to date with the Coaching Manual on social media follow us on Twitter at Coaching Manual or on Instagram and Facebook at The Coaching Manual go on the website with more content tools high quality coaching content and more essential resources thanks for listening and see you next time


I'm in your face.   This breakdown is brought to you by Shady Rage. $20 off with code JOMBOY20. All tied at six in the top of the 10th inning, but the Phillies have two runners in scoring position and only one out. So the Nationals are bringing the infield in to cut the runner off from scoring. Keep it a tie game. That's a curve ball for strike one. And then we got, I'm guessing that's a fast ball. 89 miles per hour strike two. Off the hands jam shot. Both teams pointing to the little collision in the infield saying we need something out of that. The first run scores. The next runner is out easily. But the umpire says no, he does score. Cause it was obstruction. And Dave Marchine says, hey, what are you talking about? It was interference. And he says, no, it's obstruction. You got in the runner's way. He didn't get in your way. And he's like, I'm going for the ball. He's got to go around me. Doesn't matter if I have the right to go for a ball. Now here's the play. And it's pretty interesting what the umpires ruled because I think it's wrong. Even some umpires have said that this was probably not the right call. The defender has the right to go for the ball. But if he's not going for the ball, he can't get in the runner's way. So we're going to come out of this and the umpire is going to explain it was past him. And the rule was he has no chance to make a play. Dave Martinez is going to respond, but he should have had a chance to make a play. The guy got in his way. And he says, no, he got in his way. Dave Martinez says, no, he was trying to make the play.  He says, nah, nah, nah, nah, nah. And he says, Dan, you didn't see it? You didn't see it. No, he didn't have the chance to make the play. What play? Huh? Umpires explaining to him. The umpire is kind of explaining, I got this from his pool report, that he says the contact came after the play and the fielder didn't have the ball. So we can't make contact with the runner after the play if he doesn't have the ball. To which Martinez says, he could have had the ball.  Umpires says, no, no, no. He says, God, that's so bad.  What are we doing here?  No, we didn't see that. He even said it was interference. That's what he said right here. I don't have to argue, but I'm arguing the right thing to do. And the umpires explained to him again their position. It was after the play when the contact was made, blah, blah, blah, blah.    And you know it. No, it's not. No, it's not. Yeah, it is.  Turns around, walks away, gets ejected. Now he's mad ejected behind his back. Yeah, you have to toss me out.   No, it wasn't that. Wasn't that. Wasn't that.  You'd catch the ball. Yes, you can.  You catch the ball. You stand right here. You stand right here and catch it. You could do it. No, you do it.  Umpire starts walking away, he chases after him a little bit. You're yelling at me.  Hey, yell at me to my face. Bull. Okay.  Yell at me to the face. Right in your face. Can't yell at me and then you turn around. Right in your face. Yeah. Right in your face. There you go. Don't do it again. When you're walking away from me. Right now. Don't do that. I'm in your face. Yeah, it's great.  Do that again the first time. Yelling in his face. That got heated. He didn't have to wait till my back to throw me. Fucker. So that argument went somewhere else. I mean it started with a bad call and I do, I think this is I thought it was a bad call. He's sticking up for his other ump friend. And then the Phillies dug out. They're gonna go look at it and check it out and let's look at it again from a bunch of angles too. So here we go. Did the fielder make contact after the play? So the umps ruled that he made contact after the play. Ah, that's the contact right there. It seems a lot like that's in the motion of trying to field that ball. Now I don't think he was gonna field it but I think it was a genuine effort to field it. I don't think he was just trying to get in the runner's way. But this is what the pool reporter said. It said why was obstruction called in that play? He said in that instance we felt the fielder had already attempted to make a play on the ball and then the contact occurred. Once he does that he's got to vacate. He's got to get out of the way of the runner. So once he tries to field the ball once we feel like he's done that he's tried to field the ball. It's his job to get out of the way of the runner. I know it's a very close. It's a judgment call. It's very close. That's the top paragraph there. I mean what are they talking about? He's got to get out of the way. That's when he falls to the ground. He's out of the way. What are they talking about? There's a lion? Look at the second paragraph. Exactly. By rule. If we felt like he was in the act of fielding the ball then we wouldn't have called obstruction.   I wonder if they watched the replay then went and gave that reasoning. Like this is the contact when the contact made and they're saying that and in live time I get it it's hard but in the post game report that I just read they've had the chance to look at this if they want and he came back and said the fielder at this point had already made his play on the ball and needed to get out of the way of the runner. There's a game changing run. The Nationals scored one in the bottom in the inning but lost by one run. So that run and he was out by so much anyway that run won the game and lost the game for the Nats. So crazy. Just as crazy as getting $20 off each pair of premium polarized sunglasses at ShadyRays.com with code Johnboy20. You lose them, you break them, they replace them. Shady Rays.