MHD July 2022

JULY 2022

COVER STORY

MYER SELECTS KÖRBER FOR NEW NATIONAL DC Myer’s new state-of-the-art national distribution centre is underpinned by Körber Supply Chain’s automation technology

COMBILIFT LAUNCHES TWO NEW PRODUCTS

The Irish materials handling manufacturer shares its latest innovations

project44 DELIVERS FOR FREIGHT FORWARDER

The supply chain visibility leader boosts Mondiale VGL’s ocean visibility capabilities

Körber’s 2022 benchmarking report

Discover key factors shaping supply chain complexity

Download now

koerber-supplychain.com

MHD FROM THE EDITOR

MHD Supply Chain Solutions CONTACT MHD Supply Chain Solutions is published by Prime Creative Media 11-15 Buckhurst Street, South Melbourne VIC 3205 Telephone: (+61) 03 9690 8766 Website: www.primecreative.com.au

THE TEAM CEO: John Murphy Chief Operating Officer: Christine Clancy Group Managing Editor: Sarah Baker Editor: Edward Cranswick Journalist: Joseph Misuraca Business Development Manager: Beth Jarvis Design Production Manager: Michelle Weston Art Director: Blake Storey Graphic Designers: Kerry Pert, Aisling McComiskey Client Success Manager: Janine Clements

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OPTING FOR OPTIMISM

S

uddenly, we were halfway through the calendar year – and beginning the new financial one.

How is the world of supply chain faring halfway through 2022?

By some estimates, things look bleak. In June, Citigroup published a report, Global Supply Chains: The Complexities Multiply, in which its authors regretted that the uphill climb was proving more testing than they had earlier anticipated.

“Bottom line,” the report reads, “we find that supply chain pressures have proved to be more persistent, and apparently deep rooted, than we had expected even a few months ago. And the Russia-Ukraine conflict seems to be further amplifying the stresses. Given these realities, any hopes of a near-term improvement in supply chain conditions have been shattered. The challenges in the months ahead look to be as acute as at any time over the past two years.”

But at MHD we are opting for optimism. At COVID’s onset, many gloomsters and doomsters were predicting the worst.

To be sure, much of the worst did indeed eventuate. However, I am certain that the buoyancy, dynamism, and creativity in response to the crisis surprised many, too.

That buoyancy and dynamism and creativity will be richly in evidence next month at MEGATRANS2022 – a three-day exhibition and celebration of supply chain, logistics, transport, and bulk-handling solutions that is bursting to the seams with exciting exhibitors. If you haven’t already – be sure to secure a ticket!

Regardless, you can be sure this edition of MHD is jam-packed with ideas aplenty. One could do no better than start with our Cover Story for this edition, where you’ll read of Körber Supply Chain’s transformative work with iconic Australian retailer Myer’s new national distribution centre.

Happy reading. See you next month.

Edward Cranswick Editor edward.cranswick@primecreative.com.au

MHD Supply Chain

MHD JULY 2022 | 3

JULY 2022

ISSUE #17 VOLUME 52

THIS ISSUE COVER STORY

12 Myer selects Körber for new national distribution centre

SUPPLY CHAIN 22 Bestrane at MEGATRANS 28 The National Location Registry needs your data. Here’s why ...

34 World-leading supply chain visibility

10

39 DB Schenker celebrates 150 years globally and 60 years in Australia

COVER STORY

18

46 Fixing gender divide helps businesses

INDUSTRIAL PROPERTY 44 Reimagining the retail landscape post-pandemic

MATERIALS HANDLING 19 Combilift launches two new products 25 Robinson’s Fresh Solutions introduces green TMHA forklifts 31 Dare Cross Belt Sorter 36 Ozkor’s Australia-made pallets

WAREHOUSING 16 Bridgestone deploys Dematic AGVs

MERCURY AWARDS 42 Mercury Awards finalists & nominees

DEPARTMENTS AND REGULARS ON THE COVER

48 Property Focus

Read how Myer’s new

50 Prological’s Logical Outlook

national distribution centre

52 SCLAA

is undergirded by Körber Supply Chain technology.

24

54 ALC 57 Product Showcase 58 People on the Move MHD JULY 2022 | 5

MHD NEWS & OPINION

Why an obsession with risk management is here to stay

T

wo years since the onset of the pandemic, some of the major supply chain disruption has barely started to ease. Bastian Consulting and partners discuss the changing risk landscape and the key tools needed to navigate the challenges ahead.

The pandemic turned two decades of supply chain thinking on its head, and the industry is now finding itself having to rebuild, regroup and redesign for the uncertainty that lies ahead.

While some bottlenecks have started to ease, others are just beginning, and as a result we’re still seeing shortages affect consumers and businesses worldwide.

With this in mind, mitigating and managing risk is set to be the central theme for every successful supply chain operation in the next five years.

CHANGING MINDSETS Tony Richter, Partner at Bastian Consulting says supply chain operations worldwide are shifting as a result of the fragility that was exposed by the pandemic.

“Up until the pandemic, supply chains operated a lowest cost centre possible model,” Tony says. Many businesses sourced raw materials as cheaply as possible and kept the lowest amount of inventory they could get away with – but this model is now well and truly broken.”

Chris Buckthorp, Director of Professional Services at Manhattan Associates, a leading software provider, agrees and says COVID-19 has proven that supply chain operations as we know them now are broken.

What all of this change and disruption has led to is a change in mindset.

However, Bastian Consulting’s Tony Richter says with a new mindset comes a new way of working and this means a renewed emphasis on building meaningful relationships.

Moving forward there is set to be a major focus on ethical sourcing, transparency and improving supplier relationships. As when things get tough – businesses need to be able to lean on partners they can trust.

6 | MHD JULY 2022

“Fostering meaningful collaborative relationships will be a key theme in mitigating risk,” Tony says. “Not just from client and supplier perspective but cross-functional within a business as well.”

While some bottlenecks have started to ease, others are just beginning, and as a result we’re still seeing shortages affect consumers and businesses worldwide.

MANAGING DISRUPTION WITH TECHNOLOGY According to Manhattan’s Chris Buckthorp, technology is absolutely critical in simplifying complex operations. “When you try and manage risk with just human knowledge and experience you are not taking advantage of the full opportunities available to you,” he says.

Technology allows organisations to flex and adapt to a constantly changing environment. “We’ve been developing our software to be as agile as possible, so that our customers can turn capabilities on and off very quickly to meet changes in demand or changes in the environment,” Chris says.

According to Luke Wood, CEO and Co-Founder of Escavox, a fresh food tracking provider, supply chain leaders now need access to hard facts, because they can no longer rely on plans.

“We are starting to see more remote, sensor-based data being fed into operational decisions,” he says.

Escavox provides independent and objective data on the performance of fresh food supply chains. In the food supply chain, disruption causes degradation and can have detrimental impact on profitability.

“Modern supply chains are the epitome of unsolvable problems,” Luke says. “So, what we’re now learning to do is manage disruption with technology.

The way to do this in the food supply chain is to get access to as much timely information as you can and ensure you have the smarts in place to process it.”

MAN AND MACHINE: DRIVING PRODUCTIVITY THROUGH COLLABORATION At present, we’re seeing the largest wave of investment into supply chain

operations worldwide. As a result, the demand for skills in this area has never been higher.

“The supply chain recruitment space is a battlefield right now -- there’s fierce competition for every role,” Tony says.

Therefore, Tony urges organisations to do everything they can to hold onto the talent they have. “All of your staff are being headhunted and approached right now, so when it comes to performance review, commissions, bonus and salary don’t wait until the last minute,” he says. “When you have good people – do everything you can to keep them.”

A significant part of the investment in supply chain operations at the moment is in mega facilities, which are largely automated. However, without the expertise required to run these facilities, businesses will fail to benefit from these investments.

“You need to have the know-how on the ground to get the true ROI and efficiency gains that these facilities can truly deliver,” Tony says.

FACING THE FUTURE WITH CONFIDENCE “COVID-19 showed us that shipping lines can fail, sources of supply can fail, and demand can change on a knives edge,” Luke Wood at Escavos notes.

“The only way to deal with these competing problems is to become more agile and proactive so you can manage and mitigate those risks moving forward.”

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MHD NEWS & OPINION

How can you combat rising freight costs?

T

he global market is continuing to grapple with rising freight costs due to the impact of the pandemic, and now the challenge of the Russian-Ukraine war. So, what can you do? Peter Jones, Managing Director and Founder at Prological Consulting says the market has shifted, and it’s now about looking inside your operation to unlock freight cost savings.

Last month, global e-commerce giant Amazon announced it would be adding a five per cent surcharge to its US delivery fees in response to rising fuel costs and inflation.

In a statement to its sellers, the company said it had expected a return to normalcy in 2022 as COVID-19 restrictions around the world eased, but fuel prices and inflation have presented further challenges.

Similarly, after the Australian Grand Prix this year, Guenther Steiner, team principal of Haas F1 team said the soaring cost of transporting freight around the world has hit all Formula 1 teams. “It’s going up and every time you speak about it, it’s getting higher,” he said.

E-commerce retailers, manufacturers and logistics providers are feeling the strain from the geopolitical conflict and the aftermath of COVID-19, with some of our clients reporting up to 60 per cent increases in freight costs.

The process of running a tender, taking your freight task to market, and creating commercial tension to get the best price possible is probably no longer a productive option in a market where freight providers are operating at or near 100 per cent capacity.

For the past 18 months, we’ve seen freight providers pass on rising costs to their clients, and for the ones who don’t fit neatly within their network, there have been significant price increases.

So, if taking your freight to tender in order to drive cost efficiencies is no longer an option – what can you do?

8 | MHD JULY 2022

E-commerce retailers, manufacturers and logistics providers are under strain, with some Prological clients reporting up to 60 per cent increases in freight costs.

Peter Jones says it’s about recognising that any freight costs savings now have to be generated from inside your operation, and not through your freight provider.

STOP SENDING AIR The first tip for saving costs is to stop sending air. “We still see businesses sending cardboard boxes that are between 15-20 per cent filled with product, and the rest is filled with air or void fill,” Peter says.

This is a major opportunity to drive costs down, as retailers, manufacturers and logistics providers are paying for that empty space in their freight bill.

Luckily, there is now a lot of innovation in the packaging space that can be explored – and a lot of these changes can be made within a matter of months.

“We recommend that organisations engage a packaging designer or engineer to explore what flexible packaging processes are available,” Peter says.

“After going through this process, we see many clients save upwards of 20 per cent of their freight costs.”

Of course, beyond the freight costs savings there are also environmental benefits due to less space being used to transport the same amount of goods.

CONSOLIDATE, CONSOLIDATE, CONSOLIDATE Often in online retail, e-commerce providers receive two, three or even four orders a day from the same customer – which tend to be processed independently. Many other sectors also suffer from this same customer behaviour without solving the costly freight related implication.

While order processing can take place independently, most businesses don’t have the ability to consolidate the orders into one consignment note and therefore end up sending multiple consignments to the same end consumer the same day.

There are systems available that can consolidate these orders into one consignment note. “By introducing freight and transport management systems, we’ve seen clients save upwards of 30 per cent of the freight cost,” Peter notes. “These systems also have further benefits in customer service, with simplification in freight account checking and increased accuracy of track and trace.”

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MHD NEWS & OPINION

fleet management software.

“By optimising the load utilisation of trucks and minimising kilometres travelled, we have been able to demonstrate a 15-25 per cent reduction in freight costs by introducing systems in place that set dynamic routing for delivery processes.

“The software can take into account the specifics of a customer address – such as delivery only available on the right side, reverse only into this

street, no parking or load zones, etc.

All of the intricacies that are usually known to individual drivers, can now be digitised and shared to improve route planning and service levels.”

DISRUPTION IS THE NEW NORMAL Simply waiting to see if the situation will fix itself is not an option in today’s turbulent climate. “This disruption is the new normal and we recommend that

our clients take matters into their own hands and look inside their operation to minimise the impact of rising freight costs on their bottom line.”

Peter says that while there is a lot to be done, a lot of these changes can be deployed with minimal investment providing strong returns in a matter of months.

By Peter Jones, Managing Director and Founder at Prological Consulting.

Australia’s e-commerce boom: is agile automation the answer?

T

oday’s customer wants hyper convenience, flexibility, and faster delivery times, putting unprecedented pressure on retailers. Malcolm Druce, Managing Partner at BPS Global Australia talks through the increasing role of agile automation in responding to the changing needs of the consumer.

There are very few industries, if any, which haven’t been impacted by the COVID-19 pandemic. For retail, the surge in online shopping during lockdowns has accelerated the reliance on e-commerce, with 5.4 million households buying online each month across a broader range of retailers as well as in new categories.

Last year, Australians spent a record $62.3 billion online, a figure that is predicted to double in the next five years. While the spikes in sales initially correlated with lockdowns, the trend has remained strong and is only expected to grow. Not only are people willing to spend, the way they purchase goods has permanently changed.

With customers now expecting hyper convenience, flexibility and faster delivery times, retailers are struggling to meet demand. Today, operational pressure for retailers is at an all-time high.

In today’s rapidly evolving retail sector, consumers expect a seamless customer experience and in particular, express dispatch and delivery. Also, flexible payment options, easy returns processes and personalised 10 | MHD JULY 2022

Despite what many integration partners claim, complete automation isn’t a smart option for many retailers, as it requires significant capital investment and a lengthy deployment process.

advertising are key components of the customer experience and strong drivers of customer loyalty. Many retailers hire more staff in the effort to meet these demands, but this quickly causes diminishing returns on their workforce.

Large retailers like Catch, Kogan and Booktopia have shown how operational efficiencies are impossible with a large workforce; observations which are echoed in bricks-and-mortar sites, as well in third party distribution partners alike. Now, retailers realise that to deliver a great customer experience, automation of some form is required.

With the pandemic accelerating

the adoption of e-commerce, advancements in technology have been unprecedented – from robotics and software, to artificial intelligence and machine learning – automation has permanently changed the retail landscape. However, whilst the automation market is bursting with innovation, there is a distinct lack of integration partners who know how to optimise these systems, leaving customers increasingly vulnerable and operations at risk.

Despite what many integration partners claim, complete automation isn’t a smart option for many retailers, as it requires significant

capital investment and a lengthy deployment process.

However, an emergent trend predicted to grow rapidly is ‘agile automation’ – using automation solutions for components of operations, rather than an entire system overhaul. Agile automation can alleviate huge bottlenecks for retailers who want to improve efficiencies, without massive capital investment and with minimal disruption to their workflow.

An example of this comes from Australia’s largest online bookstore Booktopia, who partnered with BPS Global Australia to deploy the latest autonomous robot technology, increasing capacity, and improving fulfilment and putaway rates at its national distribution centre.

For Booktopia, this success is largely attributed to the early planning undertaken in partnership with BPS Global Australia. By taking time to analyse, understand and workshop the problems at warehouse level, Booktopia and BPS show how innovations can be leveraged without full fixed automation, deployed quickly and with minimal disruption.

For all automation projects, expert integration advice is crucial. This is especially relevant in the context of agile automation, due to the nuances of retrofitting technologies and working with legacy systems. The goal of leading integration partners should be to work collaboratively with customers, understanding their goals, pain-points, and resources.

The integration partner’s ability to understand the manual processes which underpin production is imperative, as these will work very differently once automated.

Further, the quality of data, existing system infrastructure and workforce capabilities are critical to understand, to optimise efficiencies created by agile automation.

Rather than a sales experience, an agnostic integration partner will support their customer right through to deployment, recommending a fit-for-purpose solution without disrupting operations during the deployment.

For automation to be effective and sustainable, the need for impartial advisory and coaching – rather than simply selling a product – is often the difference between a retailer thriving or closing their doors.

Because agile automation provides the perfect mid-point for retailers looking to create efficiencies with less capital and less risk, we are seeing a huge number of innovations in this space. Providers of automation are now increasing the flexibility of APIs, as well as broadening their lists of compatible programs and technologies. Whilst there is still a space for traditional automation technologies, retailers now have ‘plug and play’ options: technologies which are rich in capability working alongside legacy programs. These options, which provide benefits for both e-commerce as well as bricks and mortar sites, deliver tangible results quickly, without the need for full automation.

Not only are more people shopping online, but they’re also shopping more often. Between 2019 and 2021, frequency of online shopping increased by 112 per cent, showing how online shopping is now part of everyday life.

While these habits will likely continue, retailers must adapt and for many, agile automation is the smartest solution.

Malcolm Druce, Managing Partner at BPS Global Australia

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MHD COVER STORY

Myer, Australia’s iconic department store has selected Körber Supply Chain’s automation technology to underpin its operations.

MYER SELECTS KÖRBER FOR ITS NEW STATEOF-THE-ART NATIONAL DISTRIBUTION CENTRE

Myer, Australia’s iconic department store, is transforming its supply chain operation by developing a new National Distribution Centre in Victoria. The leading retailer has selected Körber Supply Chain’s automation technology to underpin its operations.

12 | MHD JULY 2022

MHD COVER STORY

E

stablished more than 100 years ago in Bendigo, Myer department stores have been a part of Australians’ everyday lives for decades.

With the aim of scaling its online business to over $1 billion in sales, Myer is set to embark on a supply chain transformation with the launch of a new state-of-the-art 40,000 sqm National Distribution Centre (NDC) in Victoria.

Over the past two years, Myer has seen significant growth in its online offering. In March this year, Myer reported that at its Half Year Results, Myer’s sales were up 8.5 per cent, with online sales growth of 47.5 per cent. Online sales represent $424.1 million, and 27.9 per cent of total sales, highlighting the strength of Myer’s online business, with growth that is outpacing most of its peers, including online pure plays.

In order to cater for this growth, Myer has recently taken possession of its new NDC in Dexus’ Horizon 3023 industrial estate in Ravenhall, Victoria.

A state-of-the-art facility, this new site will hold more than 100,000 Stock Keeping Units (SKUs) and offer Myer’s growing customer base benefits and efficiencies both instore and online.

INVESTING IN THE FUTURE Prior to committing to this facility, Myer was fulfilling the majority of its online orders through its expansive store network. But with online continuing to grow, and with growth aspirations for this important part of the business, a centralised fulfilment model was needed.

By consolidating both instore and e-commerce fulfilment into one distribution centre, Myer’s customers will benefit from faster order processing, delivery timeframes and more accurate stock availability. With a commitment to offering the very best e-commerce service, the leading retailer has invested in this mega facility and deployed the latest automation technology from Körber Supply Chain.

This facility will service up to 70

Over the past two years, Myer has seen significant growth in its online offering.

per cent of wholesale fulfilment, and the state-of-the-art automation will deliver improved levels of service for Myer’s customers, operational efficiencies and reduced cost per order.

STATE-OF-THE-ART AUTOMATION The new distribution centre will feature more than 200 Autonomous Mobile Robots (AMRs) and will become the first site worldwide to boast three different AMR technologies – Geek+ RS8 Shuttle, P800s and Körber’s sortation solution. It will also be the largest Geek+ RS8 shuttle implementation in the Southern Hemisphere.

This includes pedestal sorters to sort product by store and/or carrier for cross dock, store replenishment and online orders. The Geek+ AMRs will process hanging online product and store replenishment. Myer will also have 8-metre-high AMRs with the capability of put away and

“

We’ll be focusing heavily on occupation health and safety of all team members for this project ... All the different areas within the warehouse are designed with occupation and health and safety at the forefront.

”

retrieval of boxed product.

“The integrated DC design will eliminate the need for multiple systems and multiple sites. By consolidating instore and e-comm fulfilment MHD JULY 2022 | 13

MHD COVER STORY

Myer is set to embark on a supply chain transformation with the launch of a new state-of-the-art 40,000 sqm National Distribution Centre (NDC) in Victoria.

into one central DC, Myer will be able to achieve substantially high fulfilment productivity gains,” Rizan Mawzoon, Head of Transformation at Körber APAC says.

SAFETY AND SUSTAINABILITY AT THE FOREFRONT Myer’s new NDC will utilise solar power, with solar powering an estimated 20 per cent of the energy consumption of the site. Furthermore, any excess power will be returned to the grid.

The design of the NDC is a 5 Star Green Star rating and includes water harvesting and recycling, LED lighting throughout the warehouse and offices, energy efficient fittings, water saving taps and fixtures in kitchens amenities and the use of sustainable materials where applicable.

Operator safety has also been central to the deployment, and absolutely paramount at Myer. Körber’s design put a special focus on operator safety, including typical functions such as unloading, loading and storing containers using safe work zones.

“We’ll be focusing heavily on the health and safety of all team members in this facility, including all the replenishment stations. All the different areas within the warehouse are designed with occupation and health and safety at 14 | MHD JULY 2022

“

We’re delighted to partner with such an important Australian retailer in delivering its state-of-the-art national DC. As we return to work and our social calendars resume, one of Australia’s most iconic retailers is set to be busier than ever. By investing in the best supply chain technology in the market, Myer is well-placed to capitalise on this demand and serve its customers in a timely, accurate and efficient way.

”

the forefront,” Rizan Mawzoon, Head of Transformation at Körber APAC says.

Körber also ensured other safety benefits were met by ensuring minimum human contact in the movement of product into the DC, by building smart recognition and smart workflows into the DC design.

THE BEGINNING OF A NEWPARTNERSHIP As a complete DC design and technology-integrator partner, Körber will partner with industry specialists to create and deliver the overall DC functionality and solutions including conveyors, racking and the AMR solutions for Myer.

The complete project will take 12 months, with staged launches of various operational divisions across the twelvemonth period and a fully operating National DC is targeted for early 2023.

For Myer, Körber was the best solution to help boost the leading retailer’s e-commerce capabilities.

“We went through an extensive tender process with numerous suppliers and the solution, technology and overall plans that Körber presented made them stand out from everyone else we considered,” Tony Carr, Executive General Manager of Supply Chain at Myer says.

Tony also says the team are so excited

MHD COVER STORY

Tony Carr, Myer’s Executive General Manager of Supply Chain says the team are so excited to get the keys to this state-of-the-art facility.

The new distribution centre will feature more than 200 Autonomous Mobile Robots (AMRs) and will become the first site worldwide to boast three different AMR technologies. to get the keys to this state-of-the-art facility. “We know that with the leading technology in place at the NDC that we will deliver an even better experience in store and online for our customers, as well as significant efficiencies for the business. By having a centralised fulfilment model and deploying the latest automation technology with Körber Supply Chain, this will result in improved inventory management, reduced markdowns and maximised sell-through – whilst also producing significant efficiencies in our online fulfilment operations,” he says.

“The team are so excited to get the keys to this state of the art facility,” Tony continues. “Having an NDC is incredibly important as it will ensure we can accommodate the growth in our online business, as well as providing the service levels our customers expect and deserve from Myer.

“Myer’s online business is one of the biggest retail online stores in the country, but we want it to be bigger and to be able to keep up with customer demand. We have an aspiration for online businesses to be over $1 billion in sales, and with the capacity and technological advancements the NDC brings, it will help us deliver on this important aim, while ensuring the best experience for our customers.

“There are widespread customer

benefits and efficiencies anticipated for both the stores and online businesses.

It will allow us to be more data led in stocking our stores – to allow stores to draw from the NDC as they meet demand, not the push model of old, ensuring we continue to fulfil the stores more efficiently to meet our customers’ demands. This will provide huge benefits to our business. It will ensure, through automation, that online purchases are services in an even faster and streamlined way.”

“This new national DC will feature a technology stack by Körber that will help eliminate bottlenecks and improve efficiency and productivity, ultimately enabling Myer to deliver a better customer service nationwide,” Nishan Wijemanne, Former Managing Director at Körber APAC says.

“We’re delighted to partner with such an important Australian retailer in delivering its state-of-the-art national DC. As we return to work and our social calendars resume, one of Australia’s most iconic retailers is set to be busier than ever. By investing in the best supply chain technology in the market, Myer is well-placed to capitalise on this demand and serve its customers in a timely, accurate and efficient way,” Anthony Beavis, Managing Director ANZ concludes. ■

Rizan Mawzoon, Head of Transformation at Körber APAC.

Anthony Beavis, Managing Director ANZ.

Nishan Wijemanne, Former Managing Director at Körber APAC.

MHD JULY 2022 | 15

MHD WAREHOUSING

The Dematic AGV works as a driverless and automated forklift, controlled by Dematic Software to be loaded with data before setting off on daily tasks.

BRIDGESTONE AUSTRALIA DEPLOYS DEMATIC AGV Bridgestone Australia has optimised its warehouse operations by teaming up with Dematic to deploy Automated Guided Vehicles across its new Truganina warehouse in Melbourne.

I

ntelligent automated solution provider Dematic recently announced that Bridgestone Australia, a leader in sustainable mobility and advanced solutions, has deployed an Automated Guided Vehicle (AGV) solution across its new Melbourne warehouse in Truganina.

The AGV system helps to optimise Bridgestone’s warehouse operations by managing, transporting, and storing product pallets within the facility. The vehicle also transports picked pallets for replenishment to selected handover locations, or outbound replenishment and order staging areas.

The Dematic AGV solution includes custom-designed functionalities that enable Bridgestone to operate the vehicle for up to 24 hours with 16 | MHD JULY 2022

“

With the safety of our warehouse team our top priority, the use of automation with this new AGV investment will help us to create a safer workplace and minimise process errors that may lead to damaged products.

”

opportunity charging. The selected ‘Counterbalance Model’ AGV has a load capacity of 1500 kilograms and a lift height of four metres.

“By implementing this AGV solution, we can boost our efficiency levels by automating the transportation and put-away of products throughout the warehouse, not only without compromising, but in fact improving the safety of our warehouse staff,” says Nick Tzuntzurkas, ANZ National Warehouse Manager at Bridgestone. “Alongside these improved safety standards, the AGV will help us to reduce wasted travel time, seeing resources re-allocated across the site. The efficiencies we have gained in time, space, and staff allow us to concentrate on other important tasks

MHD WAREHOUSING around the warehouse, and further improve customer service for internal and external stakeholders.”

The Dematic AGV works as a driverless and automated forklift, controlled by Dematic Software to be loaded with data before setting off on daily tasks.

“Our AGV systems are tailor-designed to navigate any warehouse space with a laser-guidance system, using on-board hazard detection to avoid collisions,” says Tony Raggio, General Manager of Sales, Mobile Automation, at Dematic. “This high-end navigation allows them to move around a facility optimally and safely. Additionally, our AGVs are powered by maintenancefree batteries and can drive themselves onto charging floor plates at times of inactivity to be charged.”

Developed to operate with a high level of autonomy, Dematic AGVs can provide 24/7 service to improve output for a fast return on vehicle investment.

They provide a very high level of system redundancy, and eliminate most human errors that can cause costly damages or picking and loading mistakes.

The Dematic AGV solution includes custom-designed functionalities that enable Bridgestone to operate the vehicle for up to 24 hours with opportunity charging.

“The robust design and 360° safety field of protection allows our AGVs to effectively and safely co-work with operators and any other warehouse machinery or vehicles,” Tony adds.

“In the short time their AGV system has been in operation, Bridgestone are already seeing the benefits at the new Melbourne facility.”

Nick concurs with Tony: “With the safety of our warehouse team our top priority, the use of automation with this new AGV investment will help us to

create a safer workplace and minimise process errors that may lead to damaged products.

“We’re very pleased with our new AGV solution which is streamlining on-the-floor operations with automation to increase the efficiency of our supply chain for the benefit of our customers.” ■ To watch video of the Bridgestone AGV project, go to: https://youtu.be/BK7sxNPWVpo.

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MHD MATERIALS HANDLING

THE LATEST IN COMBILIFT INNOVATION Irish materials handling manufacturer Combilift has recently introduced two new products to market, the Combilift Swap Body Transporter and the Combi-FSE. MHD finds out more.

I

rish materials handling manufacturer Combilift has a reputation for customer-driven innovation. And with the recent release of the Combilift Swap Body Transporter and the CombiFSE, that reputation only gets stronger.

In designing the Combilift Swap Body Transporter (Combi-SBT), Combilift collaborated with some of its customers in the concrete sector to come up with a newly developed product for the improved handling of what can be a problematic material to lift and move around. The attributes of the Combi-SBT can greatly benefit companies in other industries who deal with extremely oversized, heavy or bulky loads.

Since Combilift was established 24 years ago it has always taken customer feedback

on board when designing new products, and this has been a key component of the company’s unparalleled growth – which now exports to more than 85 countries.

The Combilift Swap Body Transporter (Combi-SBT) can transport of a wide variety of swap body containers ranging from standard container swap bodies to concrete wall panel swap bodies from production to storage.

With a maximum lift capacity of 50,000 kilograms, the machine is available with diesel or LPG power options. It has a three-wheel design with six wheels for lower ground pressure. Its rear wheels are hydrostatically driven and are steered from the front, ensuring excellent manoeuvrability.

A pair of lifting platforms on the machine bed support the load during transportation. In-cab control of these ensures that the operator is in a safe,

secure position when the load is being lifted and lowered. The platforms can also be lifted and lowered independently, enabling the machine to lift swap bodies that are not on level ground.

The front platform is fitted with guides to suit standard ISO corner castings, with the rear platform having no guides.

Having guides only on the front allows effortless loading of the swap body as the operator needs to align only two guides, which when in the correct position, guarantees the rear platform will also be in the correct lifting position.

SAFETY AND VISIBILITY In terms of safety and visibility the Combi-SBT offers numerous advantages compared to a shunt truck and trailer where you are driving “blind” with the load behind the driver.

The cab is mounted at 90° on the

The Combi-FSE, a four wheeled two directional sideloader in both 5000kg or 6000kg lift capacity.

MHD JULY 2022 | 19

MHD MATERIALS HANDLING

The Combilift Swap Body Transporter.

“

Combilift product development has always been solution-based and customerled, and this new model is a prime example of successful collaboration between our customers.

”

machine and off-centre to the load, which offers full 360° visibility and line of sight to all areas of the machine.

With the addition of mirrors and a rearview camera there are no blind spots, making positioning the Combi-SBT under the swap body quick and easy as well as safer for the operator and surrounding personnel. The operator can also complete a full cycle without having to exit the ergonomically designed low level cabin.

CUSTOMER-LED DESIGN AND DEVELOPMENT Like many new Combilift products, the development of the Combi-SBT was in part customer-led. A major manufacturer of precast concrete had designed its facility for high levels of production, but the amount of finished concrete being stored around the factory floor was slowing down production and reducing the safe workable area.

They contacted Combilift to see if the

company could come up with a solution for quicker removal of products: that could lift the concrete from underneath and operate in narrow confines.

The Combi-SBT was the result.

Cycle times between casting have been reduced and workflow has increased to 50-70 batches per day at 24 tonnes each.

The previous truck and trailer combination took two men about 15 minutes per load, whereas this is now a one-person job that takes as little as two minutes with the Combi-SBT – which can be reversed under the swap body and quickly lift the product from ground to travel position. The three-wheel design also enables easy operation on areas with compacted gravel, where a perfectly level surface cannot be guaranteed.

“Combilift product development has always been solution-based and customer-led, and this new model is a prime example of successful collaboration between our customers – who are experts in their field – and our engineers who have a wealth of experience,” says Combilift CEO and Co-Founder Martin McVicar. “This results in machines that are not only 100 per cent fit for specific customer requirements, but which often end up being used for applications in other industry sectors.”

THE COMBI-FSE But the Combi-SBT is not the only new product from Combilift.

It has made another addition to its extensive electric range with the launch of the Combi-FSE – a four wheeled, two directional sideloader in both 5000kg or 6000kg lift capacity.

As part Combilift’s drive to help customers achieve their sustainability goals, more than 60 per cent of the company’s output is now electric.

Recent models such as the CombiXLE and now the Combi-FSE focus on heavier duty application for industry sectors such as timber, steel, tubes and pipes, and builders merchants.

Thanks to Combilift’s immense engineering and design experience, the Combi-FSE delivers on all aspects of reliability, durability, powerful performance, and ease of maintenance, combined with the quiet and emission free electric operation customers increasingly demand.

The patented traction system plays a major part in ensuring optimum performance for the Combi-FSE in all weather conditions.

Sensors in the front steering axle linked to the innovative Electronic Traction Control system enable the two independent 15kW drive motors on the rear axle to be controlled individually, with the speed of each wheel governed by the steer angle of the front wheels to provide improved steering control for the operator, better truck turning radius and reduced tyre wear. This new technology, when combined with regenerative braking – which recaptures the truck’s kinetic energy during deceleration and can be used to recharge the batteries to extend battery life – makes for Combilift’s most advanced steering system on its four wheeled trucks to date.

The generous glazing of the cab, particularly the roof to floor windscreen, allows the operator to have an excellent field of vison of the load, the machine, and the surroundings. Considerable engineering development to ensure optimum visibility for the driver saw the perfection of the under-deck battery system, with the power pack strategically placed at the rear of the truck between the drive motors – giving a clear line of sight to the rear and when reversing, and guaranteeing the best operator visibility of any comparable truck. This position also enables safe and easy battery removal from the low-level rear of the truck.

Maintenance time has been kept to a minimum due to key service features such as its quick interchangeable battery for shift work, centralised grease points on the front and rear of the load platform and removable panels for easy access to the motor.

“We introduced our first four-wheel sideloader around 10 years ago after initial requests from companies in the timber sector, and it has since become pretty much a standard solution for those who run intensive schedules which clock up many operational hours,” Martin McVicar says. “The technological advancements in battery technology since then means that it was a natural progression to develop this electric model, which will help customers drastically reduce their carbon footprint.” ■

20 | MHD JULY 2022

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MHD SUPPLY CHAIN

BESTRANE AT MEGATRANS Bestrane’s David Sanders and Adam Welch discuss the logistics problem-solver’s exhibit at MEGATRANS2022 and what visitors will see there, from showing off Bestrane’s technology partners to racing simulators – and maybe even slot cars.

O

n 24-26 August MEGATRANS2022 will take place in Melbourne.

It is, says Adam Welch, Practice Manager – Assurance at Bestrane, an opportunity for Bestrane to meet new people, discuss and demonstrate its new solutions and partnerships, “and let people know not only that Bestrane is still here after COVID, but that we’re stronger than ever.”

Adam and David Sanders, Owner and Managing Director of Bestrane, will have a stand at MEGATRANS where they – together with their Bestrane colleagues and some of their provider partners – will show off their suite of solutions for facing contemporary industry challenges.

“MEGATRANS has a real technology flavour to it, and as a technologies integrator and solutions provider we want to be right in among the foot-fall and meeting new people looking for tech-savvy solutions,” Adam says.

“DELIVERING SOLUTIONS TO COMPLEX LOGISTICS PROBLEMS” So runs the new Bestrane motto.

Indeed, Bestrane continues to expand its scope and has a new company logo to boot.

“Our primary objective for MEGATRANS is really to reinforce our brand, our new look, our suite of offerings, and to show why and how we really can deliver on our new tagline,” David says. “Despite our success, we don’t want to rest on our laurels. People might simply see the name ‘Bestrane’ and think, ‘That’s a funny name – I wonder what they do?’ That’s what we want at MEGATRANS – for people to discover the unique personality and talents of the team behind the quirky name.”

22 | MHD JULY 2022

SPOTLIGHTING ASSURANCE “Given the particular audience at MEGATRANS – how it cuts across not only supply chain but supply chainadjacent industries – something that will be very relevant for attendees is to explore our Fleet Assurance practice,” David says.

Telematics, he notes, is of course nothing new. But while many telematics solutions providers focus on vehicle and delivery planning – how the delivery has gone, when it arrived, proof of delivery – David notes that many other solutions providers miss a crucial element.

Bestrane’s Adam Welch – Practice Manager – Assurance.

“

MEGATRANS has a real technology flavour to it, and as a technologies integrator and solutions provider we want to be right in among the foot-fall and meeting new people looking for tech-savvy solutions.

”

“Something we’re very big on, that others often overlook, is the Fleet Assurance side of things,” he says. “Not only telematics for vehicle planning, but ensuring we ask another set of questions: ‘Was the delivery done in a compliant manner?’ ‘What about Chain of Responsibility (CoR) obligations?’ and ‘Has the safety dimension been properly factored in?’

“A lot of people skip over such questions, and it makes a big difference

David Sanders, Owner and Managing Director of Bestrane.

to the protocols and technologies clients choose to deploy. At Bestrane we are not interested in being just box movers. Our model is a lot more high-touch and multifaceted.”

SPOTLIGHTING BESTRANE’S PARTNERS Because Bestrane is a reseller and bespoke technology solutions provider, it’s vital that they show off their range of technology partners. Bestrane may put the pieces together in novel ways, but having the right pieces is crucial, Adam says.

“Take our Assurance Services as an example – we combine technology from various providers

MHD SUPPLY CHAIN joining us at our stand to talk attendees through their side of our solutions offering,” Adam says. “We want to demonstrate the strength of our partner ecosystem – because that ecosystem undergirds our strength as solutions integrators and problem solvers.

So, in addition to Geotab and Fleetyr, expect to see us spotlighting partners like Lytx, Step Global, and Descartes, too.”

Fleetyr, one of Bestrane’s new partners, will be showcasing alongside established partner Geotab with the Bestrane team at MEGATRANS22. that we know and trust to come up with a tailored solution,” he says. “Using Geotab Marketplace – factoring in things like the National Heavy Vehicle Regulator (NHVR) and OH&S requirements – we provide a platform and a group of solutions that allows an organisation to satisfy its stakeholders, internal and external, that everything is being done in a compliant manner.

“We start with telematics: managing driver behaviours and fatigue. For this we might use Step Global’s Smart eDriver, which is an electronic work diary that is NHVR-approved.

Then we might incorporate a Surfsight camera from Lytx, which is a dashcam plus driver distraction-measurement tool.

For maintaining vehicle standards and maintenance we’ll utilise Gearbox – so we’ll know whether the vehicle is being maintained, whether faults are registered as they occur, whether drivers are performing pre-start inspections, and≈so on.”

These are to name only a few Bestrane’s many carefully chosen technology partners.

But there’s one name that David and Adam are keen to highlight at MEGATRANS, a new solution partner called Fleetyr.

“Fleetyr is a solution that takes all of the data from all these things and turns them into a fleet management dashboard suite,” Adam adds.

While the Bestrane-Fleetyr relationship is in its early stages, it’s an exciting development. “Where Fleetyr will bring real value to our customers is by providing a dashboard suite through which you can see the bigger picture and the finer details, connecting up your data sources and getting incredibly helpful visualisations,” David says.

Bestrane’s stand at MEGATRANS2022 will show off not only partner solutions, but the partners themselves, with representatives from Fleetyr and Geotab mixing with the Bestrane team.

“We have strong partnerships, and it’s terrific that Geotab and Fleetyr will be

AT MEGATRANS: THE BESTRANE EXHIBIT

“

We hope our stand is illustrative of the particular brand we’re trying to run.

Yes, there’s a lot of technology, which is nice. But it’s got to fit into a business process, and it’s got to work day-to-day.

That’s why Bestrane doesn’t want to sell you a solution and disappear. We want to come along for the ride. And we hope lots of people join our ride, too – at MEGATRANS.

”

As of this writing, final arrangements for the Bestrane stand are not set in stone. But Adam says they have landed on some fun way to show their wares in action: think simulation, think competitiveness, think fun! More will be revealed as we get closer to the event.

“We will mock up experiences with some of our technologies like Surfsight cameras and some form of telematics, then we’ll use Fleetyr’s dashboard capabilities to demonstrate things like fastest, safest, most efficient, etc. – those types of things,” he says. “We might even use dashboard cameras while people are “playing”, to monitor their facial expressions, which is one aspect of driver-behaviour and -fatigue monitoring.

“The Fleetyr team are even threatening to bring “interactive entertainment”, for an interactive demonstration with key analytics displayed on TV screens.

“A lot of stands at industry events can look all the same. We don’t plan on being anything like anyone else.”

But it won’t just be fun and games at the Bestrane stand. As David points out, there is a serious side to all this playing.

“Focusing on the Assurance side of things, such demonstrations will show that there’s no getting away from what happens on the road. So, while we’re having a bit of fun– the idea is to make the technology real. Things will probably happen in our demonstrations that would happen in real life: the camera falling off the “dash” – that will happen in real life; or someone not wanting to be filmed – again, not hard to imagine in real life.

“We hope our stand is illustrative of the particular brand we’re trying to run. Yes, there’s a lot of technology, which is nice.

But it’s got to fit into a business process, and it’s got to work day-to-day. That’s why Bestrane doesn’t want to sell you a solution and disappear. We want to come along for the ride. And we hope lots of people join our ride, too – at MEGATRANS.” ■

MHD JULY 2022 | 23

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MHD MATERIALS HANDLING

Robinson’s Fresh Solutions’ new fleet of green Toyota forklifts stand out from the crowd in the Melbourne Market.

ROBINSON’S FRESH SOLUTIONS LEAVES COMPETITORS GREEN WITH ENVY

A long-standing customer of Toyota Material Handling Australia (TMHA) has decked out its fleet of new Toyota forklifts in a striking green livery, helping the range of equipment stand out in the bustling Melbourne Market.

R

obinson’s Fresh Solutions, a fresh produce and flower logistic service provider based in Epping, Victoria, recently took delivery of a fleet of 11 new forklifts to service its bustling operation at the Melbourne Market, continuing a fruitful partnership that has lasted for decades.

The business, which has been operating in Melbourne for more than 50 years and first partnered with TMHA in 1998, has used the legendary durability and reliability of Toyota forklifts to steadily grow its business into the thriving operation it is today.

Mitchell Robinson, Operations Manager at Robinson’s Fresh Solutions, says the reliability and ease of use of the Toyota forklifts, as well as the on-site servicing offered

by TMHA made the choice to renew the contract an easy one.

“As a logistic service provider

offering a broad range of services to the fresh produce industry, that essentially operates 24/7, Toyota’s on-site presence within the Melbourne Market to provide on-site servicing allows any maintenance or problems to be fixed quite promptly,” Mitchell says.

With a new fleet consisting of nine Toyota 32-8FG18 and two 32-8FG25 forklifts, the Robinson’s machines will be decked out in a British Racing Green wrap to match the exterior colour of the original Louisville truck used by founder Eric Robinson in the 1960s.

“Back when they first had the business, the forklifts only ran six to eight hours, now they run 16 to 20 hours a day,” Mitchell notes.

With a daily run-time of 16-20 hours, Robinson’s Fresh requires regular servicing for its machines, something that TMHA area sales manager Brad White and his service

team are happy to assist with.

Robinson’s rents its forklift fleet from TMHA, an arrangement that suits the business well given the amount of usage each machine gets around the market.

TMHA offers on-site servicing at the Melbourne Market, which makes it particularly easy for Robinson’s to go about its business with minimal disruptions and hassle.

“Robinson’s Fresh Solutions rent them from Toyota, so the preventative maintenance and servicing is included in what they pay,” Brad says.

“We have what we call a deluxe multi-function display on the forklift, and it alerts the operator when their next service is due.

“The service manager and senior technician out here have been here for 10 and 15 years, so they would have been at the old Footscray market as well, and we’ve got a service centre here which MHD JULY 2022 | 25

MHD MATERIALS HANDLING

Robinson’s employs 45 people and provides unloading, transport, on-site storage and fumigation services for major wholesalers, retailers, growers and supermarkets.

makes it so much easier for them to drop off their forklifts and service them during the day when they sleep, and then when we’re sleeping at night, they work the forklifts.”

Brad adds that having an on-site servicing facility was useful for more than just vehicle maintenance, but also for any possible product queries that might arise.

“It’s not just the servicing – if they’ve got any questions, they can ring up and we can pop down there, little things like that … it does make it handy, so their operation doesn’t have to stop, and it’s a big operation.”

Robinson’s Fresh Solutions and TMHA have enjoyed a strong working relationship since Robinson’s first commissioned its first Toyota forklift fleet back in 1998.

Mark Robinson, Director at Robinson’s Fresh Solutions.

“

As a logistic service provider offering a broad range of services to the fresh produce industry, that essentially operates 24/7, Toyota’s on-site presence within the Melbourne Market to provide on-site servicing allows any maintenance or problems to be fixed quite promptly.

”

When asked whether he would recommend TMHA, Mitchell Robinson says that the popularity of Toyota forklifts in the Melbourne Market told you everything you need to know about the performance of the product.

“The results speak for themselves,” he says. “Toyota is definitely the most used brand within the Melbourne Market.”

Robinson’s partnership with TMHA began back in 1998, when founder Eric Robinson – Mitchell’s grandfather – was in the market for a machine and borrowed a 7-Series forklift for a night.

He was particularly impressed with the operation, electronics, and ergonomics of the machine, noting the attention to detail put into its development. Combined with the purchase and operating costs, the prospect was too good to turn down, and TMHA has been Robinson’s sole supplier ever since.

Robinson’s Fresh Solutions has steadily grown over the decades, starting out with roughly five employees, one truck and a hand trolley, delivering fresh produce tothe markets.

Today Robinson’s employs 45 people and provides unloading, transport, on-site storage and fumigation services for major wholesalers, retailers, growers and supermarkets. ■ For more information visit www.toyotamaterialhandling.com.au or freecall on 1800 425 438.

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MHD SUPPLY CHAIN

THE NATIONAL LOCATION REGISTRY NEEDS YOUR DATA! HERE’S WHY...

Industry is calling on businesses to add their details to the Commonwealth-supported National Location Registry to help reduce futile deliveries, avoid the need to onboard new customers, and to improve visibility and traceability in the digital space.

M

HD spoke with GS1 Australia’s Bonnie Ryan, Director Freight, Logistics and Industrial Sectors in August 2021 and April this year about the National Location Registry (NLR), an industry-led initiative, sponsored by the Federal Department of Infrastructure, Transport, Regional Development and Communications to develop and deliver an industry platform to complement the government’s Freight Data Hub. The barcode and ‘global language of business’ pioneer is joining industry to call on Australian businesses to load their location data to the NLR to reduce futile deliveries, and to improve onboarding of new customers and supply chain visibility and traceability.

The NLR as a digital registry stores physical pickup and delivery location information and makes it accessible to authorised users.

The NLR as a digital registry stores physical pickup and delivery location information and makes it accessible to authorised users.

28 | MHD JULY 2022

THE EVOLUTION OF THE NLR Since the NLR was launched last year, Bonnie says the platform has continued to evolve with several enhancements now available to add to the user experience.

All stakeholders can benefit from loading their data to the registry. Industry is now pushing for this to happen.

One of the key developments is the broad call-to-action by key stakeholders in the fast-moving consumer goods industry.

Some of the companies that have rallied to encourage all members, brand owners, transport carriers and 3PL providers to load data include Woolworths, Primary Connect, Big W, Metcash,

Endeavour Drinks Group, and the Australian Food & Grocery Council.

This callout comes because location data is increasingly important to the smooth flow of goods.

“Knowing exactly where goods need to be picked up from and where they are going is key to providing the market with timely deliveries and ensuring that products go to where they need to be,” Bonnie says.

“We need to do this with the least

MHD SUPPLY CHAIN possible cost and effort,” she adds.

She goes on to say that during the pandemic, the freight sector did a great job under unprecedented circumstances by giving much-needed relief to the transport network, despite customers not always receiving orders on time.

Companies that provide critical services are good for the industry because they help strengthen the supply chain and are good for the consumer and the economy.

“In an increasingly digital world, it’s important that information accessed has integrity and can be trusted,” Bonnie explains.

“The information required by the registry is provided by the custodian of the location and hence, by default, the owner or the source provider of the data associated with a specific location.

“For example, custody for a Woolworths distribution centre sits with Woolworths, and they would be the provider of that location’s information to the registry.”

PICKUP AND DELIVERY INFORMATION The fact that many companies also curate their own information about a Woolworths DC does not make it accurate, up-to-date, or consistent.

Only data coming from Woolworths about Woolworths can be fully trusted.

Pickup and delivery information such as site address, GPS coordinates, trading hours, site amenities, council curfew constraints, height and weight of gates/gantries, truck entry and exit points and other relevant information are securely stored on the platform.

“The data for each location is consistent so industry can utilise it in various systems,” Bonnie says.

“This paves the way to increased interoperability between supply chain partners as data can be easily interpreted across the supply chain, driving increased efficiency and productivity in the exchange of information between parties.

“Any changes to the location record are pushed as notification alerts to all users who have subscribed to receive a location’s data ensuring all who need to know have the latest version of the truth.

“All users of the NLR must be registered. Location and data owners control access to their data; they can elect to make their data

available to all NLR subscribers, or they can restrict access to those subscribers of their choosing.”

VISIBILITY AND TRACEABILITY Users who wish to subscribe to specific locations can request access if the location record is not available to everyone.

It’s crucial to know where products have been, where they are while they are in transit, and where they are going.

It’s a critical dimension of supply chain visibility and traceability aspirations.

Before the NLR was launched, there was no service or solution that filled the gap required for industry to access reliable and accurate location data.

Without using such a service there are many operational delays and sometimes failures when goods are delivered because information about locations is either missing or inaccurate.

Bonnie says it’s problematic and a waste of time and energy when businesses duplicate or reinvent information about a specific location.

Companies need to have the correct location information for themselves, their customers, and their customers’ customer in the case of ship-to locations for the purpose of making deliveries.

To deliver something properly the first time and every time, it’s important for transport companies to understand the parameters of a site before they send in a truck.

“Ensuring the right size truck is despatched, under the correct safety conditions, and a raft of other factors is vital – a driver who arrives at a location and isn’t fully aware of potential constraints can and does result in not being able to execute the delivery,” Bonnie says.

“For example, if the location is closed because they changed their hours of operation and neglected to tell the transport company, or if additional safety requirements are not met because there have been changes (as happened during COVID) and the transport company is not advised.

“These scenarios could impact the driver’s ability to make the delivery – both scenarios readily happen and result in futile deliveries, i.e., deliveries not able to be executed and therefore a delivery re-attempt is necessary later.”

PICKUP AND DELIVERY LOCATIONS If information is up to date and accessible, these scenarios will be reduced.

From an administration perspective, most organisations contract several transport companies while many large companies have dozens of transport companies they work with.

“Each of these transport companies must hold records of pickup and delivery locations for each of their customer sites,” Bonnie says.

“Every company and every transport company carries their own administration burden to curate their own version of the same information for any given location.

“Across the nation, this results in an administrative magnitude that is difficult to measure, such is the size and cost of the task.

“The NLR requires each company to take responsibility for loading and managing their own information and making it accessible to other companies and users.”

Bonnie continues to say the success of the NLR relies on the amount of data it contains: the more companies that load their data, the more beneficial the value it delivers.

“Imagine if a transport company could simply subscribe to the NLR and download in one file all the location information they need for any given customer or group of customers?” Bonnie asks.

“One process, one format – they can then import it directly into any back-office system they choose; be it a traceability platform, a warehouse or transport management system, a mobility solution or any other relevant technology that requires information about logistics.

“This is a shining example of industry and government working together for the benefit of all stakeholders.

“The NLR is a piece of national digital infrastructure, so industry should consider this something they can buy into without reservation about losing competitive advantage – because there are no losers in this initiative.

“Australian supply chains will be the beneficiaries and if an organisation participates in any supply chain activity, location information will be a requirement – that is a certainty.” ■ MHD JULY 2022 | 29

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MHD MATERIALS HANDLING

DARE CROSS BELT SORTER Damon Technology speaks to MHD about its Dare Cross Belt Sorter, a sortation solution that helps companies meet increasing demands for high delivery volume by improving their distribution centres, e-commerce, and express parcel logistics operations.

W

ith more companies using intelligent conveying and sorting technology than ever before, major distribution centre requirements are at an all-time high.

This is why it’s providing them its Dare Cross Belt Sorter (DCBS).

The intelligent logistics system and equipment company explains how the DCBS helps with e-commerce operations and express parcel logistics by moving a variety of products. It’s also configured to suit warehouse spatial layouts.

The DCBS can be widely used in the sorting of medium and large goods, order allocation, store distribution, and other applications to meet the increasing demand for high delivery volume.

DARE CROSS BELT SORTER: THE SUPERSTAR IN INTELLIGENT SORTING DCBS is comprised of multiple carriages fitted with conveyor belts running in a horizontal direction in the closed circular track.

The carriage conveyor belts run perpendicular to the direction of main movement to load and unload goods.

By adopting Damon’s standard design, this product and its components can be assembled and disassembled quickly to enable convenient maintenance.

Some of its key features include high efficiency, speed, precision, reliability, and low consumption and noise.

INTELLIGENT: DATA INTERCONNECTION As a “smart unit” in the logistics system, the sorter can provide a multitude of intelligent services for users.

Combined with the PHEGDA (PHM) system, users are provided with real time monitoring of system capacity and

The DCBS can be widely used in the sorting of medium and large goods, order allocation, store distribution, and other applications to meet the increasing demand for high delivery volume. health of equipment to ensure the system is always running optimally.

PERFORMANCE IMPROVEMENT: EXCELLENT AND HIGH-EFFICIENT The fastest running speed of the main line can reach 2.5 m/s, which greatly shortens the conveying time of goods.

Not only that, under the stable transmission speed of 2m/s, the sorting efficiency can reach 12,000 pcs/h, realising the high-speed and high-intensity operation of the system.

PERFECT TECHNIQUE: ACCURATE SORTING By using servo electric roller direct drive technology, the system can start and respond in milliseconds.

Wireless communication roaming

technology enables more accurate equipment control and timely data transmission of the whole process.

Pulse technology ensures the precise alignment of objects, resulting in a sorting error rate almost zero.

DURABLE: EQUIPMENT IS STABLE AND RELIABLE The low noise moving structure can carry goods with a maximum weight of 30kg.

Furthermore, the sorter is equipped with overload and emergency stop protection devices and audible and visual alarms.

Based on high-density exhaust and heat dissipation technology, the overload capacity of the integrated high-efficiency motor can reach up to 200 per cent giving it a high safety factor.

MHD JULY 2022 | 31

MHD MATERIALS HANDLING

“

The DCBS can be widely used in the sorting of medium and large goods, order allocation, store distribution, and other applications to meet the increasing demand for high delivery volume.

”

MOTOR OPTIMISATION: ENERGY SAVING AND REDUCED CONSUMPTION

Through low-energy drive technology, the drive energy efficiency of the motor is increased by 20 per cent compared with a traditional motor under the premise of satisfying the efficient and accurate

operation of the equipment.

Compared with asynchronous motors, the efficiency of Damon’s synchronous motors can be increased by 330 per cent, while the energy consumption can be reduced by approximately 70 per cent.

CUSTOMISED: FLEXIBLE LAYOUTS The flexibility of single-layer, double-layer and even multi-layer construction takes full advantage of the space available on site to allow for maximum sorting paths.

The upper and lower layers can operate cooperatively or independently. The chutes can be customised as required, including two-in-one, allin-one, and other modes.

INJECT EFFICIENT POWER INTO THE CUSTOMER’S LOGISTICS SYSTEM The cross-belt sorting system

consists of product infeed (automatic or manual), distancing in order, parcel positioning, information identification, sorting host, chutes, and control systems, Damon explains.

The infeed speed is not affected by the weight of the goods. It can efficiently sort a variety of cartons, boxes apparel, and more.

Cross belt sorters are the mainstream, intelligent sorting systems in e-commerce, express delivery, and apparel industry.

As a key product of Damon, the DCBS has been exported to many countries and regions including Russia, Germany, India, Vietnam, Thailand, Japan, and Brazil.

It has empowered many industryleading companies with strong sorting ability and highly efficient system configuration. And it’s been a implemented and utilised by global enterprises including Cainiao, VIPS, Suning.com, Belle, Cabbeen, Amazon, Lazada JNE, CDEK, and more. ■

RENAULT MASTER it’s my business it’s my van

“They look great on the road and they are great for business” “I have a fleet of Renault Masters. I started my business in 2002 with 5 Renault Masters.

I now have more than 40 across Australia. They look great on the road and they are great for business. There’s loads of storage throughout and tech keeps us connected. Both rear doors open and you can load a pallet straight in. We love the way our signage looks on the van.

You can’t miss us on the road!”

Peter, Cowan Restoration Services

renault.com.au

MHD SUPPLY CHAIN

WORLD-LEADING SUPPLY CHAIN VISIBILITY

I

Simon Headley, General Manager – Commercial & Digital Solutions at Mondiale VGL, discusses the use of project44’s advanced supply chain visibility platform – and the value it brings to the freight giant.

n early 2021 two of the largest freight companies in the Asia Pacific region, VISA Global Logistics Pty Ltd and Mondiale Freight Services Limited announced their agreement to merge into a single significant entity – Mondiale VGL – setting sail anew as a world leader in international transport and logistics.

Indeed, as of this writing, Mondiale VGL handles more than 500,000 containers and 25 million kilograms of air freight per freight per annum. With more than 1500 employees globally – Mondiale VGL covers all aspects of freight forwarding, customs, wharf transport, and warehousing.

Simon Headley, General Manager – Commercial & Digital Solutions at Mondiale VGL says that 18 months into the merger, things have come together seamlessly.

“The beauty of our unification is that it was a true 50-50 merger, rather than one party absorbing another,” Simon says. “This was a true meeting of equals and a coming together of

giants. Mondiale had long been a New Zealand powerhouse, and VISA Global had long been a dominant presence in Australia, so it was a great opportunity for both sides to come together. It’s been a positive merger for the staff – and as a combined entity we can deliver even better results for our Australian and New Zealand customers.”

Simon notes that while the bread and butter of Mondiale VGL is international freight forwarding – with an emphasis on import freight – the company is rapidly expanding into new territory.

“In terms of our offering, we are a proven and mature, technology-enabled supply chain service provider. Our breadth and our flexibility sets Mondiale VGL apart in the ANZ market,” he says. “We have a number of in-house service pillars including an extensive transport fleet, our own yard, intermodal and fumigation services, a national warehousing offering, and a valuable cargo division specialising in high value, high security product – just to name a few. There are many more other unique

offerings being forged that will cement our position as a true source-to-shelf service provider” Simon says Mondiale VGL relies on its digital suite and digital solutions, including a propriety owned software platform it offers to customers, which serves as both an operating system for Mondiale VGL and a hub visibility system for its customers. “We’re increasingly geared to be a one stop shop for our customers.”

ENTER PROJECT44 Mondiale VGL is a major early customer for project44 as the leading supply chain visibility provider expands its presence in Australia and New Zealand.

“For Mondiale VGL, project44 Ocean Visibility is vital to our operation,” Simon says. “Our customers expect visibility. They want to know where their cargo is at any time without having to ask.”

With global ocean freight experiencing a very turbulent period, the real-time data and transparency enabled by

With global ocean freight experiencing a very turbulent period, the real-time data and transparency enabled by project44 Ocean Visibility is a boon.

34 | MHD JULY 2022

MHD SUPPLY CHAIN says, such information is integrated, properly vetted, and readily available.

“We need to operate in an environment where we neither take nor place unnecessary phone calls or emails. Ocean Visibility is low touch, providing information that is accurate and instantly available to us and to our customers exactly when it’s needed.”

INFORMATION ACCESSIBLE AT CUSTOMERS’ FINGERTIPS Simon Headley, General Manager – Commercial & Digital Solutions at Mondiale VGL.

project44 Ocean Visibility is a boon.

“We can count on Ocean Visibility for direct data feeds that are live and complete. Information can be made available instantly to our customers,” Simon notes. “project44 integrates data from all the major providers – shipping lines, stevedores, terminals, and so forth – and cleans and presents that data in a standard language that is instantly accessible when we need it.

“In an automated way and at a container level, Mondiale VGL subscribes to project44 Ocean Visibility, which then feeds us key milestones at various points along the journey. When we ping project44 Ocean Visibility they send us the most recent update for a particular sailing – which is critical for us.”

NO MORE REPETITIVE, GRANULAR CHECKING Using project44 Ocean Visibility eliminates the need for the Mondiale VGL team to undertake repetitive and granular checking of ship and container status. “project44 Ocean Visibility does our homework for us without us having to ask,” Simon says. “Assume for a moment that we didn’t have access to this technology: our operations teams would be scrambling, looking at different sources trying to find out what is going on with vessels, ports and containers.

Not only is this impractical given the amount of volume we move, the information is not always made available when we need it, nor is it very consistent; a shipping line for example might give us one answer on the telephone and have different information published on their website.”

With project44 Ocean Visibility, he

Having the information ready and delivered straight to the customer means those customers don’t have to make unnecessary ‘check calls’ to Mondiale VGL asking for updates on their shipments.

“Customers have access to the information project44 provide through our portal and we’ve designed this in such a way so that the information is effectively live day or night,” Simon notes. “One unique feature about the system we have – utilising project44 data – is that our customers use the same environment that we use operationally; so transparently our customers see what we see. The information is at their fingertips.”

ENHANCED FREIGHT MANAGEMENT Simon adds that project44’s enhanced real-time ocean tracking and schedule data is a great boost to Mondiale VGL’s OneTrack freight management platform – resulting in milestone completeness improvement of from 50-70 per cent to higher than 90 per cent.

“Having the live information from project44 Ocean Visibility is the key here,” he says. “We are provided current and accurate data at the time of request, that information is fed into our proprietary OneTrack system, which is in turn made instantly visible to our clients and principal base. In many cases we interface vessel information directly into our customers systems – making their lives even easier.”

“Neither we nor our customers want to be surprised by an event. For us, no news is good news and project44 brings us much closer to delivering on that as an operating methodology.”

RESPONDING PROACTIVELY TO SHIPPING DISRUPTIONS Exception management and predictive analytics – that is to say, managing

unexpected variations to shipping journeys – is much easier when accurate and comprehensive data is available in real time. It means Mondiale VGL and its customers can respond proactively to disruptions, rather than playing catch-up.

“Say something was supposed to arrive into port on 10 June but we find out, all of a sudden, it’s now coming in on the 20 June,” Simon begins.

“With Ocean Visibility we are notified of that change through a feed from project44. We have workflows built within our OneTrack system to alert us to significant variations, allowing us to react instantly to those changes.

“This might entail calling a customer and saying, ‘We need to bring you up to speed on a significant change.’ Or we might need to divert or redirect those movements given the information Ocean Visibility has sent us.

“It enables us to be proactive with our clients, and for them to be proactive as well. We’re not working in the dark.”

ENABLING MONDIALE VGL’S TECHNOLOGY ROADMAP With the addition of new data flows project44’s ‘Port Intel’ solution – which maps delays and congestion at ports around the globe in real time – Simon says that Mondiale VGL aims to build an online visual suite where customers can see vessels travel and help them make the commercial decisions that best suit them.

“Our vision is to use our OneTrack system and the data from project44 to build a comprehensive and unique visual tracking system for our customers,” Simon says. “Basically, our technology roadmap involves us taking the great live information we can provide now, but making it visual, such that a customer can see a ship icon on a map and immediately see where it is on the globe, the vessel operator, how fast it is travelling, its size, how many containers it’s carrying, details about its emissions, and what’s happening at the relevant ports that it touches. This would provide an added layer of comfort to our customers and enable them to more easily make better business decisions for their unique circumstances.

“It’s a prospect we’re very excited about.” ■ MHD JULY 2022 | 35

MHD MATERIALS HANDLING

OZKOR MAKING PALLETS IN AUSTRALIA Ozkor speaks to MHD about its plastic pallet production in Sydney and how it’s making these products for its customers as an alternative to timber pallets. Alan Morgan, National Marketing Manager at the materials handling company describes the range of plastic pallets Ozkor has to offer.

P

lastic materials handling specialist Ozkor Pty Ltd is helping companies combat the impacts of escalating international shipping costs, as well as the complexities associated with supply chain disruption over the past two years, by providing them with locally manufactured plastic export pallets.

The Ozpal export pallet models are made from 100 per cent re-granulated raw materials and originally designed as an alternative to timber.

Its production is now based in Sydney and, as a result, there are considerable savings for customers as unreasonable shipping costs are not passed on – a boon in this era of frequent international shipping disruption.

A further advantage is that lead times are just days – instead of the traditional eight to 10 weeks – for the delivery of full container loads of goods.

National Marketing Manager, Alan Morgan, says Australian exporters have been struggling with the rising costs and supply of timber export pallets in recent times, but now Ozkor plastic

export pallets provide not only a more reliable source of supply, but at prices even more competitive than before.

“We made the decision last year to prioritise the relocation of our export pallet production tools to Australia as increased costs – due to shipping – were out of control and there was no certainty as to how many more price increases would need to be absorbed or passed onto customers,” Alan says.

“This evolved into what has become a perfect storm of interrelated negative impacts on supply chain resources – including scarce wooden pallets – and to some degree, has been mitigated by producing our plastic export pallets in Australia once again,” he adds.

Ozkor claims to count itself fortunate to have been able to benefit from the increasing demand for Australian goods, such as food and pharmaceuticals, and count many of Australia’s leading exporters of these products as customers who continue to grow their markets in China, India, Europe, and the USA, despite international uncertainties.

The two Ozkor export pallet models

Customers can either rent or buy Ozkor’s plastic pallets. It provides its highquality, hygienic, and cost-effective products to a range of companies.

36 | MHD JULY 2022

Ozkor apoints to the fact that its plastic export pallets have a residual value as they can be reused or recycled after use, where most wooden export pallets are normally for single use only and end up as landfill waste. in question are the Expal-1100 and the Expal-1140; both of which are ISPM-15 approved for export purposes and unlike wooden alternatives, are more hygienic with no need to be heat treated to protect against pest infestation before exporting.

Ozkor also points to the fact that its plastic export pallets have a residual value as they can be reused or recycled after use where most wooden export pallets are normally for single use only and end up as landfill waste. As a bonus, customers may also decide to resell them to other exporters for return journey’s which means they can reclaim some revenue while at the same time saving on waste disposal expenses associated with cheap singleuse timber pallets.

“The most important baseline constants we share with our exporting customers must be the supply of good quality products at competitive prices, in line with their predetermined schedules,” Alan says. “And by manufacturing in Australia Ozkor is better positioned to meet their high expectations.

MHD MATERIALS HANDLING PALLET RENTAL SERVICE OPTIONS Ozkor also specialises in designing and developing reusable plastic pallets to suit specific industry needs with companies taking up the eco-friendly alternative where wooden pallets are not acceptable due to potential contamination issues and longer a service life is required.

Alan says, while there are everincreasing demands on timber reserves and concerns over the environmental impact of single-use packaging, plastic pallets are durable and reusable and a good long-term investment.

Customers can either rent or buy Ozkor’s plastic pallets. It provides its high-quality, hygienic, and cost-effective products to a range of companies.

One of its more recently developed plastic pallet rental models is the PPX-1165, a heavy-duty reusable plastic pallet designed with patented technology to enhance its capacity to absorb impacts in the warehouse.

Ozkor says it’s ideal for industries dealing with extremely cold or hot conditions – hygiene

“

The most important base-line constants we share with our exporting customers must be the supply of good quality products at competitive prices, in line with their predetermined schedules. And by manufacturing in Australia Ozkor is better positioned to meet their high expectations.

”

requirements or specific chemicals – alternatives to timber pallets are increasingly in demand.

The PPX-1165 can be rented in a closed loop supply chain system based on a three-, four-, or a five-year agreement. It’s manufactured with a specially formulated grade of material to meet extreme environmental and operational challenges and safely handle 1350 kg of product in drive-in racking, which increases racking safety and unit load efficiencies.

Built-in side-blocks provide extra protection against materials handling equipment damage, by incorporating patented nylon inserts inside the block structure – enhancing impact resistance in pallets’ traditional vulnerable areas. This proven and patented technology has been developed

by Ozkor’s design engineering team to extend the service life of the pallets, particularly in environments which are operationally extremely demanding.

Plastic pallets are much lighter to handle than timber ones. This means they are more economical for transportation costs when shipping goods by road around the country. ■

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MHD SUPPLY CHAIN

DB SCHENKER CELEBRATES 150 YEARS GLOBALLY AND 60 YEARS IN AUSTRALIA DB Schenker’s Filippa Rusec, Chief Commercial Officer for Australia & New Zealand speaks to MHD about the logistics company’s 150th anniversary celebrations, its Australian 60th anniversary, what it’s accomplished in the past 10 years (particularly during the COVID-19 pandemic), its sustainability goals, and where it’s headed in the next 10 years.

D

B Schenker, the Germanheadquartered logistics provider is celebrating its 150th anniversary this year with festivities across continents, and a global employee challenge to support charity projects.

It says it aims to advance business and lives by shaping the way the world connects. It adds it also aims to shape the industry’s future through innovative, digital, and sustainable solutions.

The theme for DB Schenker’s jubilee anniversary is “150 Years Elevating Lives.” The logistics provider says throughout the year there will be an internal employee competition connecting all colleagues across countries and continents.

“2022 is a big year for us,” Filippa Rusec, Chief Commercial Officer ANZ at DB Schenker, says. “It’s marking 150 years of DB Schenker globally, but also 60 years in Australia.”

She notes the Elevating Lives global challenge will help the company’s employees keep physically and mentally well, with the aim to donate $1.5 million euros to charities.

DB Schenker’s employees can count their steps and track further sporting and mental activities via a dedicated smartphone app.

“For every kilometre that we move – and that’s tracked in this team app – every quarter we donate,” Filippa says.

DB Schenker explains how it will donate to carefully selected charities that relate to its commitment to the UN Sustainable Development Goals, as it records its employees’ sporting and mental achievements.

During the first quarter of the year, all donations went to WeForest, an environmental protection organisation, which supports tree planting, forest conservation, and further local sustainability projects in Brazil and Ethiopia.

DB Schenker says upcoming charity projects will include ocean and air protection, as well as social initiatives.

“If the last few years have shown us anything, they have highlighted just how adaptable we can be as an organisation,” Filippa says.

“We have faced hugely reduced flight

schedules, labour shortages, severe supply chain bottlenecks – all during a global pandemic,” she adds.

DB Schenker will donate to Ocean Conservancy during Quarter Two and to humanitarian and air-related charities in quarters three and four.

“We’ve also got prizes on the challenges throughout the year,” Filippa says. “And every employee will be receiving a thank you gift from the company.”

She adds that she can’t reveal what her gift will be, but that she can’t wait to receive it.

These anniversary milestones will also be celebrated with staff and customer events around Australia and New Zealand.

BECOMING THE WORLD’S LEADING LOGISTICS PARTNER Filippa says DB Schenker is striving to become the world’s leading partner in logistics.

“With 2022 marking 60 years of DB Schenker in Australia, we have a deep understanding of the industry here and will continue to work to meet the needs of

DB Schenker will donate to carefully selected charities that relate to its commitment to the UN Sustainable Development Goals, as it records its employees’ sporting and mental achievements.

MHD JULY 2022 | 39

MHD SUPPLY CHAIN our customers today as we move towards the future,” she explains.

Filippa notes the past 10 years at the company have been paramount.

“We’ve had to adapt to the changing industry and the changing of our customers and their end customer needs,” she says.

“We’ve had to change as a business to adapt quickly and become increasingly agile. And part of that has included a lot of advancements in technology, structural changes, and process changes.

“We’ve seen our customers’ supply chains evolve, increasing the income derived from the B2C market, and reducing the emphasis on traditional brick-and-mortar customers.

“So, this has seen great growth in our contract logistics space, which has led us and allowed us to be creative in offering solutions for them.”

She says DB Schenker has recognised over the past decade that information is equally important with the company using digital platforms such as Connect 4.0, which has helped it to keep its customers informed, and to make the delivery process completely transparent.

She adds that the working environment has changed, too, and this has prompted DB Schenker to offer new ways of working this year.

“We want our staff’s time in the office to be spent together and working in ways that suit them,” Filippa says.

She notes DB Schenker’s newly renovated open plan Head Office is a fun environment for its employees where they can enjoy themselves while collaborating and have face-toface connections.

“We’ve also moved from traditional

office space roles to be able to work remotely, and the traditional nine-tofive expectations have changed not only for us, but for our customers,” she says.

“Our customers want information to be made readily available – hence the reason why we’ve invested a lot of time and resources into our digital platforms.”

DB Schenker says the company has leading customer-facing platforms that allow quoting, booking, tracking, as well as reporting easily, transparently, and successfully. There are a number of other initiatives introduced as well.

“We can now do virtual warehouse tours, so our customers here in Australia and New Zealand can tour any of our warehouses and sites around the world,” Filippa says.

“Our dedicated local and global digital and innovation teams have a lot of exciting projects in the pipeline, and we are excited to share with our customers how we can continue to support them in new ways.

“We are continuing to focus on innovation, increasing our capacity to support fast changing market developments, adding automation, and leveraging new technology.”

Filippa says she wants to acknowledge the frontline workers who have been labouring throughout the COVID-19 pandemic.

She adds that this was a challenging and rapidly changing environment for them, and that they – as essential workers – kept supply chains moving to ensure products were on store shelves and at people’s doors.

“Each decade we’re constantly evolving to improve and meet customers’ needs,” she explains. “And I can say

DB Schenker has leading customer-facing platforms that allow quoting, booking, tracking, as well as reporting easily, transparently, and successfully. There are a number of other initiatives introduced as well.

40 | MHD JULY 2022

that I’m proud to be part of the DB Schenker journey and look forward to what is ahead.”

DB Schenker is expecting to face new challenges over the next decade; however, it says it will continue to stand strong, united, and resilient to meet and exceed the expectations to its customers.

“We understand that agility and responsiveness are important to meet the demands for our customers, with focus on digitalisation to drive efficiencies and productivity to supply chains,” Filippa says.

“The world is more connected than it ever has been, and our end customers have higher expectations than what they used to, and rightly so,” she adds.

“Companies are expected to manufacture faster, deliver quicker, have flexibility in mode solutions, and providing timely updates, all while having the social and environmental impacts at the forefront.”

SECURING SUSTAINABILITY Filippa explains how sustainability is at the forefront not only for DB Schenker, but for its customers, too.

“We’ve made great inroads in this space using sustainability and sustainable building standards,” she says.

“Our Brisbane site has solar power panels, daylight harvesting and translucent panels, and we’re also using grey water sites,” she adds.

She says more will happen in an Australian context as DB Schenker implements some of its European sustainability initiatives here.

“We recently signed an agreement so that all our ocean freight less-thancontainer loads (LCL) globally are using biofuel, meaning a net carbon zeroemission on a well-to-wake basis for our LCL segment,” Filippa explains.

“We also have an array of multimodal solutions driving reduced Co2 emissions.

We are working towards being carbon neutral by 2040.

She says more will happen in an Australian context as DB Schenker implements some of its European sustainability initiatives here.

“Expect to see continued innovation and improvements from us. We were pioneers 150 years ago globally, from 60 years ago in Australia, and we will continue to advance businesses and lives by shaping the way our world connects.” ■

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MERCURY AWARDS FINALISTS At MEGATRANS2022 the Mercury Awards will be held, celebrating achievements by companies and individuals across our industry.

Here are some of the finalists from the past two years to watch out for.

SUPPLY CHAIN INNOVATOR OF THE YEAR: FINALISTS • • • • • • • • •

Leopard Systems Visa Global Logistics XAct Solutions Cohesio Group Gaprie Ltd Wiise Software Omni Group AgUnity Pty Ltd Complexica

BEST TECHNOLOGY APPLICATION: FINALISTS • Leopard Cube – Leopard Systems • Fleet In-cab Tablet Technology – Visa Global Logistics • CarryStar fully automated order fulfilment system – Swisslog Australia • Manhattan ACTIVE Warehouse Management software solution – Manhattan Associates • Control Tower – Schneider Electric • Yarno – Yarno • PTV RouteOptimiser – PTV Group 42 | MHD JULY 2022

• Virtual Reality (VR) safety training platform – LINX Cargo Care Group • Autonomous Mobile Robots – Korber Supply Chain • Polaris (TMX Global) – TMX Global • Dematic Multishuttle + Active Chilling – Kilcoy Global Foods • In-Cabin Driver Support (Teletrac Navman) – Teletrac Navman

SUSTAINABILITY INITIATIVE AWARD: FINALISTS • Fleet In-cab Technology – Visa Global Logistics • P.C. Nets – Gaprie Ltd • Partnership with Supply Chain Sustainability School – ASCI

FINALISTS • Energy Saving Audit & Solutions – SMC Corporation Australia New Zealand • Reducing CO2 & GHG emissions with DUKC – OMC International • RACQ Next Gen Vehicle

Recovery Tow Truck – RACQ • Freight Transport Solution of the Year

FINALISTS • Dynamic Under Keel Clearance System – OMC International • PTV RouteOptimiser – PTV Group • Fleet in-cab Tablet Technology – Visa Global Logistics • Direct Express – Australia – DB Schenker • International Direct to Store Program – IFC Global Logistics

BEST STORAGE SOLUTION: FINALISTS • SMART Distribution Centre – Schneider Electric • Autonomous Mobile Robots – Cohesio Group • Manhattan ACTIVE Warehouse Management software solution – Manhattan Associates • Storeganizer – Marketknowledge Pty Ltd ■

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MHD INDUSTRIAL PROPERTY

REIMAGINING THE RETAIL LANDSCAPE POST-PANDEMIC Christine Miller, Head of Supply Chain Advisory at CBRE speaks to MHD about retailers needing to assess their store networks, strategise, and refresh post the pandemic e-commerce boom, contending with the current supply chain disruption, determining what roles retailers’ stores and DCs play, and harnessing new technologies to deal with the demands of omnichannel distribution.

NEEED FOR RETAILERS TO ASSESS STORE NETWORKS Christine Miller is Head of Supply Chain Advisory at CBRE. She says retailers have seen a pendulum shift in consumer behaviour since the COVID-19 pandemic started more than two years ago and the recent return to unrestricted shopping “in store.”

She notes retailers had to react to lockdowns and the temporary closure of their stores by embracing e-commerce and selling their products online.

From what she’s seen, retailing conditions haven’t returned 100 per cent to how they were pre-COVID-19, and they are not likely to do so.

“Consumers experienced a lot of benefits during the pandemic,” Christine explains as she comments on how the retailing experience changed for the better for customers.

“They had increased convenience from home deliveries for a broad range of products through online shopping,” she says.

“What’s happening now is there’s

so much disruption going on in the supply chain that retailers haven’t had the comfort level to think longer term about what their future network strategy should be,” she adds.

Christine says retailers should consider viable strategies now because consumer

“

We’re not trying to solve a new problem without new tools. There is technology that helps get to the right answer.

behaviour is still shifting while costs are also increasing.

She notes import freight costs have increased as much as four times and domestic freight is increasing due to fuel prices rising.

She adds that e-commerce penetration

rates for Australia are now above 14 per cent and vacancy in warehousing is at a historic low of 1.3 per cent.

Globally, when e-commerce penetration exceeds 12 per cent and vacancy drops below two-and-a-half per cent, real rental growth occurs, she says. This is yet another cost increase to the supply chain and the distribution network.

“In addition to cost increases on products, increases are occurring within the distribution network,” Christine says.

“If retailers aren’t looking at it now, they will be driven to do so just out of sheer need to manage the costs that are now coming into their network.”

WAYS RETAILERS CAN IMPROVE ONLINE FULFILMENT STRATEGIES Christine says retailers should take their first step by defining what their leading market strategy is and building solutions that can deliver on that strategy.

“Do they want to be known for never having any stockouts, or consistent fast

CBRE Supply Chain is currently working with the owners of more than 100 shopping centres across Australia to bring innovative solutions to retailers.

44 | MHD JULY 2022

MHD INDUSTRIAL PROPERTY delivery, or do they want to be known for free delivery?” Christine says.

“Each of those strategies requires the network to respond differently,” she adds.

She says once retailers define what they want to be in the market, they can then build a cost-effective solution.

She explains how it may sound simple, but that it’s all about tackling the challenge with an innovative approach such as developing or investing in new technologies that can reduce costs while embracing new ways of looking at operations in the supply chain.

“There are some exciting and more reasonable Capex solutions that cater to online pick-and- pack operations,” Christine says.

“I think there is value in looking at new locations for both retail as well as distribution taking a holistic approach.”

Christine says CBRE Supply Chain is currently working with the owners of more than 100 shopping centres across Australia to bring innovative solutions to retailers.

The opportunity to have logistics and order fulfilment operations in these locations is a real opportunity to retailers to consider doing things differently, she says.

“That type of innovation can be interesting to a retailer because they might be able to serve customers from a location where they don’t have a retail store, or if they do have a retail store, expand on their online business and scope of delivery options to their customer base,” Christine explains.

She says it’s all about considering ideas and innovation when designing a network and ensuring it specifically matches the market strategy.

SOLVING SUPPLY CHAIN PROBLEMS Christine says if it were easy to build a nimble and flexible supply chain, everyone would have one.

“It takes a lot of analysis; a lot of work, and it absolutely takes a mentality of continuous improvement,” Christine explains.

“I think the other challenge right now that makes this particularly difficult is there’s so much disruption in the supply chain.”

She says having a fresh perspective on network strategies, as well as being innovative, requires retailers to focus

Globally, when e-commerce penetration exceeds 12 per cent and vacancy drops below two-and-a-half per cent, real rental growth occurs. This is yet another cost increase to the supply chain and the distribution network. outside of managing day-to-day challenges, and look for solutions that manage costs while meeting consumer expectations on products and services.

“I think building a resilient, nimble, flexible supply chain network is a difficult one,” Christine says.

“It requires a view towards having that clear market strategy and having the systems that support that.”

She notes one of the challenges that many retailers face is having inventory visibility wherever it may be in the supply chain. She says it’s a foundational requirement to then adapt to the market conditions, and to know where the inventory is and to manage where it’s going.

Christine says in previous times, technology wasn’t a priority whereas now it is.

DETERMINING OPTIMAL ROLES FOR RETAIL STORES AND DC NETWORKS Christine says traditionally a warehouse or distribution network would hold inventory and deliver it to retail stores where customers purchased the items and acted as the outbound delivery, or as what is now known as “last mile.”

“That role has now changed because retail stores are using their inventory to fill online orders for a customer who might not come through the store,” she says.

“Suddenly what was in previous times viewed as a pure retail location now actually has a role in the logistics and the distribution,” she adds.

“And the same goes for the warehouse.

The warehouse used to traditionally just move products out to retail stores.

“Now they’re picking and packing orders that then go direct to the consumer. So those operations require

different spaces, different technologies, different skills in the labour force.”

Christine says this hasn’t happened by accident and that it all needs to be planned.

She notes retailers need to figure out what their growth trajectory looks like in the post-Covid retail world.

Overall retail sales are increasing, but online and store sales are growing at different paces, she explains.

“And that means retailers need to make sure all the assets they have in their network, whether it’s a distribution site or a retail store, can play a role that helps them serve as customers with the timeliness customers demand,” she says.

“And within a cost that both the retailer and the consumer find acceptable.

The challenge is redefining how to use the stores, and how to use your warehouse and distribution network to do things differently.”

TECHNOLOGY AS SOLUTION TO DISRUPTION Christine says there’s some great technology that can help answer these difficult questions.

She notes CBRE uses several different tools.

“We have our network design tools that can look at cost and service delivery elements, and we can enhance those findings with a retail analytics technology called Pathzz,” Christine says.

“Pathzz can specifically overlay consumer behaviour onto these more traditional network elements that we look at,” she adds.

“I think there are some great tools that are available to help develop a refreshed network for retailers. We’re not trying to solve a new problem without new tools.

There is technology that helps get to the right answer.” ■ MHD JULY 2022 | 45

MHD SUPPLY CHAIN

FILLING GENDER DIVIDE HELPS BUSINESSES Hannah Stewart speaks to MHD about how at the age of 31 she has already been working in the supply chain, logistics, transport, and waste management industries for the past 13-odd years. In this time, she has completed a bachelor’s degree, been promoted multiple times, become an ambassador, and received titles and accolades.

H

annah Stewart has been Operations Manager at the family owned Stows Waste Management for the past three years and a recipient of Transport Women Australia’s 2020 scholarship, Driving the Difference.

She’s also Board Director for Transport Women Australia Limited and Australian Trucking Association & Teletrac Navman Diversity Ambassador and has been in these roles since 2021.

In her career so far, she’s completed a Bachelor of Business, majoring in Logistics and Supply Chain Management through Swinburne Online. Additionally, she was a Rising Star finalist in the 2017 National Women in Industry Awards.

Hannah says she didn’t decide to venture into supply chain, that the path she was on led her into it. She notes she was a curious child and used to wonder how the industry worked and what the processes were behind providing products or services to customers.

She says it all made sense when she started working in transport logistics at the age of 22.

“I kind of wound up there but was glad I did,” Hannah explains. “I felt like it’s where I should be.”

With an interest in business, she undertook a bachelor’s degree via Swinburne Online as a mature-aged student when she was 23.

She says she found this to be flexible and to fit in with her work schedule. Her financial circumstances forced her to remain in full-time employment while she completed the course.

She did it because she believed she needed to educate herself about the industry and acquire the useful and 46 | MHD JULY 2022

Earlier this year, Hannah did a program in Queensland as a diversity ambassador.

She says one of the key focuses was on people from minority groups.

helpful knowledge to understand and do her job well.

As Hannah worked and studied, she found herself propelled further into the industry.

“I was headhunted by my current employer, Stows Waste Management while I was completing my degree,” she says. “I took on the position of Operations Supervisor while studying. It allowed me to apply the theory straight into their business.”

She took on the position of Operations Supervisor at the age of 24 before she was promoted to Operations Manager at 28.

“I’m very passionate about diversity in general,” Hannah says. “Not just women, anyone of all backgrounds.”

When she speaks about Stows Waste Management, she says women bring a different pool of knowledge, experiences, and approaches to the small business.

“Women approach situations differently to men, or they can provide a different perspective,” she says.

As an Operations Manager, Hannah manages a team of 12 men.

“My managerial approach is different to a male,” she explains. “I would say there is an element of nurturing in it.”

She adds that it helps with the team

MHD SUPPLY CHAIN dynamics and with generating mutual respect among the employees.

She says she struggled at her previous workplaces where some of her male colleagues would try to intimidate her or make condescending remarks.

She attributes her age, gender and physical appearance as impacting how her male ex-colleagues perceived and treated her. She worked for her former employers from age 18 to 24.

“I felt a lot of the time I wasn’t taken seriously, and I don’t know whether that was my age or my gender,” Hannah says.

“But when I did come onto Stows, none of that mattered and I felt as though I had a seat at the table every time and my opinion was valued.”

Also, on a positive note, she says there’s a big shift occurring in many workplaces where they are embracing diversity and inclusion.

“I think organisations are slowly changing and adapting,” she adds as she says a lot more women have been entering the supply chain and logistics and waste management industries over the past six years although they’ve been doing so hesitantly.

Hannah works in the logistics transport and waste sectors where she notes few women work.

“We’re experiencing a massive labour shortage,” Hannah explains. “Everyone in every industry is screaming out for labour.” She says if businesses embrace gender diversity and become inclusive, they can fill this gap by doubling the talent pool.

She says Transport Women Australia Limited is involved with several initiatives that reach out to women of all ages to get involved in the transport, logistics and supply chain industry.

She adds that it would help if businesses looked at applications from women, younger employees, people from diverse backgrounds and minorities.

“You’re starting to see some businesses open breastfeeding rooms,” Hannah says. “They’re a lot more supportive with maternity leave, so it’s making the industry more appealing to women, which is important.”

Earlier this year, Hannah did a program in Queensland as a diversity ambassador. She says one of the key focuses was on people from minority groups.

“There are so many people that may have a disability that can still do the job probably better than someone who’s able-bodied,” she says. “But they’re just not considered.”

She notes some employers are uneducated about these matters and are therefore reluctant to hire people who have a disability. She adds that these employers are usually unwilling to cater towards people with disabilities by altering the workplace to accommodate their needs.

Another issue she cares about is creating a safe space for LGBTQI people so they can work in these industries.

“Until businesses and organisations start understanding and embracing those communities, they’ll just keep achieving the same result and not gain anything,” Hannah says.

After being in the transport logistics and waste industries for the past 13-odd years, Hannah has some invaluable advice for anyone thinking of entering these fields.

She says she suffered from impostor syndrome when she started out but wants young applicants including women

Hannah’s other advice specifically for women is to find an organisation that supports diversity and supports women.

to remember that they’re never going to know everything, that they’re educating themselves along the way, and they need to believe in themselves: in what they think, say, and do.

“I upskilled and educated myself on my own accord,” Hannah says. “The best thing I ever did was my degree with Swinburne Online. It allowed me to network and make many friends by meeting other students, and I work with them in the logistics and supply chain industry.”

“For me, it was important to have a network around me so I could bounce ideas off, even years down the track.”

Her other advice specifically for women is to find an organisation that supports diversity and supports women.

“It’s important that your values align with the organisation’s values, and I feel like if it doesn’t, it can be like you’re fighting a losing battle.” ■

MHD JULY 2022 | 47

MHD PROPERTY FOCUS

The Colliers-Argon & Co partnership is mutually beneficial to each side. But the greatest benefit is delivered to their clients.

THE COLLIERS-ARGON & CO PARTNERSHIP

MHD sits down with Argon & Co’s Sean Mitchell, and Colliers’ Peter Evans and Gavin Bishop, to discuss the expanding and exciting opportunities afforded by the ColliersArgon & Co strategic partnership to provide integrated property solutions to clients.

I

n the September 2021 issue of MHD, we covered the then-new strategic partnership between Colliers and Pollen Consulting Group.

The strategic partnership was formed because became convinced that the specialist advice Pollen provided – working exclusively for occupiers and not for landlords – was essential to the long-term reputation of Colliers.

By involving a third-party partner that worked for occupiers, Colliers could be confident that its occupier clients knew there was a degree of separation between landlord and occupier interests. And for Colliers, an ethic of trust has always been key, and lays the groundwork for successful long-term relationships with its occupier clients.

Since forming the partnership, Pollen Group has radically extended its reach and capability by merging with Argon & Co – with the combined entity now operating under the latter name.

A NEW AND IMPROVED ARGON & CO Sean Mitchell, Partner at Argon & Co ANZ (formerly Partner at Pollen) explains the range of services provided by Pollen, and how the merger 48 | MHD JULY 2022

expands the team’s capabilities.

“Pollen was set up to service the entire remit of the COO,” Sean says.

“So, every part of operations: supply chain, manufacturing technology, academy training, capital works – a full suite offering”.

“Argon & Co was founded over 20 years ago with a focus on strategic transformation of operations and has grown to have a global presence. So, it was a logical step for Pollen and Argon & Co to join forces to become Argon & Co ANZ. Our client focus, breadth of offer, culture and DNA are very much aligned. In terms of reach, we now have a full presence on the ground in Sydney, Melbourne, and in Auckland.”

Sean adds that pre-merger, Pollen had grown from start-up to over a team of 40 in 5 years.

Along with stronger growth and the joining of the local Argon & Co colleagues has the Argon & Co ANZ team at over 60 people – all focussed on operational strategy and transformation.

We are also part of a team of over 400 like-minded people globally across 15 cities with access to global insights across varying geographies.

WHAT ARGON & CO BRINGS TO COLLIERS Peter Evans, National Director Industrial Advisory at Colliers, says that since forming the partnership Argon & Co has been able draw on Colliers extensive industrial property knowledge “at the start of the process rather than two thirds of the way through” with a client.

“We now have the ability to come and have business-to-business type discussions around assisting the occupier at the outset of the process,” Peter says. “The partnership with Argon & Co ANZ allows us to address what is the best supply chain and logistics solutions for our clients earlier on than would be possible operating alone. The partnership is of course still relatively new, and the timeframe for these client journeys is in the order of 18 months to two-and-a-half years to really see results come through. But, for me, the most important benefit we’ve seen from a Colliers perspective has been in forging and consolidating long term partnerships that will benefit our clients.”

“Argon & Co is a global player,” Peter says. “In joining them we are

BROUGHT TO YOU BY

LIVING THE COLLIERS VALUES Sean is quick to add that the benefits to the Argon & Co-Colliers partnership do not just flow in one direction. In fact, he underscores that what Colliers has done in bringing on Argon & Co as its exclusive partner in this domain is in many respects selfless – and exemplifies Colliers’ integrity and strong values.

Sean provides a high-level assessment of how the relationship operates in practice by way of a hypothetical example.

“Let’s say that Peter and his team is talking to a client as an occupier and wants to provide the value-added

able to understand global trends which we weren’t able to before.

Whether that be trends in automation or new technologies that are coming into place. The merger has meant, from a Colliers perspective, greater access to information, data, and resources that really add to the already sterling benefits we have derived since the beginning of the partnership pre-merger.

“Another thing I’d add is that – again with Argon & Co’s broader reach in APAC as well as globally – the strategic partnership allows the bandwidth to be able to draw on the right experts at the right time, no matter where they are in the world.”

“

Our corporate clients, our logistics customers, are looking for property solutions together with supply chain solutions, and what our partnership with an expanded Argon does is bring both together.

”

service that is in the DNA of the Colliers offering,” Sean begins. “The client might turn to Peter and ask, ‘Who do you know that can help us with these particular supply chain challenges?’ Peter then

The Colliers-Argon & Co strategic partnership allows them to offer an integrated supply chain solution.

introduces Argon & Co. What can often start out as property discussion (“we need to hold more stock due to current supply disruptions”) evolves into riskbased inventory optimisation, supplier performance framework, streamlining of logistics and new warehouse work methods mitigating the immediate need for additional space.

“For me, this really underscores how Colliers do really want to live out the value of helping their clients on a longterm basis because – transactionally speaking – there is nothing immediately tangible in terms of reward for Colliers in passing on a client to an independent third party such as ourselves to provide a service. Nothing, that is to say, other than knowing they’ve done the right thing by the client.”

AN INTEGRATED PROPERTY SOLUTION Sean notes that what the Argon & Co-Colliers partnership provides is an “integrated property solution” for clients – something he says is increasingly common globally.

“People are looking for an integrated solution because invariably a supply chain solution begets a property solution, or a property solution needs a supply chain solution,” Sean says. “With Colliers we are able to complete the entire offering when talking to a client.”

“What Colliers brings is real time property knowledge to the consultancy process, which enables the right solutions to be put in place at the right time,” Peter adds.

Gavin Bishop, Managing Director, Industrial | Head of Industrial Capital Markets Australia at Colliers, concludes our interview by seconding Peter’s point.

“The leasing market has become very sophisticated – much more sophisticated than it has been over the last 10 years,” he says. “This partnership with Argon & Co really provides a point of difference for Colliers in that we can provide an end-to-end solution to our clients.

Our corporate clients, our logistics customers, are looking for property solutions together with supply chain solutions, and what our partnership with an expanded Argon & Co does is bring both together. This is what makes our service offering different, and it’s something we’re excited to build on moving forward.” ■ MHD JULY 2022 | 49

THE FUTURE OF THE SUPPLY CHAIN BUSINESS STRUCTURE

Prological’s Paul Erokhin, General Manager for Australia & New Zealand, discusses the importance of supply chain units within an organisation’s overall business structure.

P

aul Erokhin, General Manager for Australia & New Zealand at Prological, notes that historically supply chain has been seen merely as a “servant to sales” and other departments within the business structure.

Educated as a chemist, Paul worked 15 years in supply chain roles and has been a consultant for an additional six.

“When I started out, supply chain was indeed simply something to serve sales or marketing or manufacturing,” he says. “I used to get questions like ‘How do we run out of stock?’ ‘Why have we got too much stock?’ ‘Why are our freight costs so high? Why do we have so many staff in the warehouse?’ and so forth. There wasn’t a fundamental understanding that what occurs operationally is a consequence of what is promised upfront.”

Although doubtless accelerated

by COVID-19, Paul says there was even before that a steadily growing realisation that supply chain in and of itself served a vital role within the organisational structure.

“It’s been a steady path to realising its importance,” he says. “Senior supply chain managers have gradually worked their way into strategic discussions and towards a seat at the board table. Perhaps part of the reason it has been gradual is that supply chain capability was traditionally grown through experience – until recently professionals hadn’t formally studied supply chain; they just worked it out.”

Tertiary educational study of supply chain has been a positive development, in Paul’s estimation.

“It readies new entrants to the field with an overall contextual grasp of 50 | MHD JULY 2022

CEOs are now understanding the importance of supply chain and why it needs to be a consideration in toplevel decision making.

“

With the rise of supply chain within organisations, we’ve had to face the fact that traditional supply chain managers often come from a different angle to other business leaders. The risk is that the supply chain manager and the CEO end up talking past each other.

”

the domain,” he says. “Now when a graduate hits the floor, I think they have the capacity to learn a lot quicker – to situate their immediate practical work in a broader framework.”

However, while Paul is impressed by the quality of talent among new tertiary-qualified supply chain professionals, the demand still far outstrips the supply.

“There are so many options for the talented young supply chain professional,” he says. “There’s lots of money being tossed their way in a very competitive and challenging environment. Because the environment can be so trying, I think everyone needs to be a little more careful about securing their talent with proper pay rises and perks.”

OLD DOGS, NEW TRICKS So – supply chain as a business unit is increasingly emphasised as important within organisational structures, and the next generation may be better prepared than the last, albeit talent is in short supply. But what role does Prological play in shifting organisational perspectives in favour of supply chain?

“With the rise of supply chain within organisations, we’ve had to face the fact that traditional supply chain managers often come from a different angle to other business leaders,” Paul says. “The risk is that the supply chain manager and the CEO end up talking past each other. Because supply chain has been a practical hands-on role, with managers working their way often from the warehouse floor up, these managers don’t always possess the right soft skills to communicate effectively up and down the management hierarchy.

There’s a real educational journey you need to take some of these old school supply chain people on to understand and work effectively with non-supply chain people.”

On the CEO side, Paul says that Prological coaches CEOs of very large companies on the importance of supply chain and why it needs to be involved in top-level decision making – because it is crucial in informing a company’s strategic direction.

CEOs often know they must better incorporate supply chain thinking at the top, they just don’t know how to do so.

So, they reach out to Prological.

“Often this realisation is connected to a more immediate business problem related to supply chain,” he says.

“There might be a directive from a CEO saying, ‘I know we can’t do this ourselves. Go and get some external expertise.’ This in fact happened when we were working with a major e-commerce retailer on improving their warehousing network strategy. They didn’t have the capacity, and in some technical areas, the capability to devise and deliver the solution internally.”

Paul says that working with the retailer meant helping to guide them in thinking about their distribution strategy’s relationship to overall company strategy.

“Our job was to get them thinking

Paul Erokhin, General Manager for Australia & New Zealand at Prological.

about their company strategy as it stood, and its impact on their network strategy,” he says. “Then, thinking about what the best distribution strategy is over the specified time horizon, we then had to help them think about whether a new network strategy spoke directly back to the company strategy. It’s a two-way street. Supply chain strategy must be developed in conjunction with business strategy.

“Depending on the type of business, the supply chain strategy might even be a dominant theme. After all, ultimately it’s about delivering on your promise to your customers – and you can’t deliver on that promise unless you can physically deliver the goods.”

GETTING LEAN Another key concept for Prological is the development of “lean” operations in supply chain. Paul elaborates on the meaning in this context.

“We’re not here speaking of ‘lean’ as we’d use the term in the manufacturing setting, for instance,” Paul says. “What we’re speaking about is capabilities increasing, but the headcount isn’t.

Often businesses have people that are quite capable of understanding what needs to be done or figuring out the problems for themselves – they just don’t have the capacity to do so. Prological can help in providing that extra capacity.

“On the flip side, we work with

hundreds of different businesses.

We’ve seen a lot that can be applied to a situation drawing from our vast and deep experience in similar and different industries – and for many the notion of ‘lean’ in supply chain operations is something new; it’s not something they’ve done before.”

Paul says that Prological has a lot of “tools in its kit” that others haven’t seen before.

“As consultants we can add value with a different point of view, a fresh set of eyes. We’re not shackled to the prevailing norms within a business environment. Sometimes a client will have a list of constraints to change – 0ften quite legitimate constraints – but we come at challenges without those constraints being set in stone.

It’s up to us to ask, ‘How do we effect change within these constraints?’ or ‘Can we just do away with these constraints altogether?’

“We want our clients to have the best access to new opportunities, and sometimes that can’t be done without external assistance that isn’t weighed down by intra-business political considerations – or inherited legacy considerations and that sort of thing.

“Prological will conduct its reviews and analysis without being hidebound by any unnecessary priorities that distort what ‘good’ might actually look like for an organisation.

And that’s a real value-add for many organisations.” ■ MHD JULY 2022 | 51

MHD SCLAA

ASCL AWARDS 2022 – SPONSORSHIP OPPORTUNITIES

SCLAA is inviting companies and organisations to become part of these prestigious national awards on the 2022 Awards night, to be held Friday 04 November 2022.

Showcase your organisation, strengthen brand awareness to industry leaders, and be an Ambassador of Excellence by recognising its highest achievers.

MESSAGE FROM SCLAA CHAIR I am delighted to announce that after the unprecedented success of the 60th Anniversary Awards ceremony held in March this year, we will be holding the next ASCL Awards on the 4th of November 2022 to once again celebrate and recognise the magnificent individuals and businesses within our industry.

I invite your organisation to take up the opportunity to sponsor the ASCL Awards Gala Dinner and leverage the exclusive advanced secured registration for your company and/ or valued clients. This is a premier event and is the most prestigious and influential awards ceremony in the

SCLAA’s March Awards Sponsors.

Supply Chain, Logistics and Transport industries’ calendar. This exclusive advance offering will allow you to showcase your organisation to other industry leaders and take advantage of membership benefits in 2023.

Award Sponsor Package benefits are listed below for each category and highlights include: • Your Company logo included in advertising the event, invitations and all promotional material and acknowledgement during the night • Your Company profile featured in the event program and on the SCLAA website • Complimentary Awards Gala Dinner tickets • Preferential and secured seating available to awards night Sponsors • Individual memberships for the forthcoming year and; • Opportunities to leverage your sponsorship within your own company marketing to your industry sector and customers.

I look forward to your participation and meeting you in Melbourne on the night.

A S L G

T S f r S

T 6 d

B

E

Sue Tomic, SCLAA National Chair

Sponsorship Benefits 52 | MHD JULY 2022

Further information can be obtained from our National Secretary on 1300 364 160 or secretary@sclaa.com.au or via our website https://www.ascla.com.au/

P

4TH FRIDAY NOVEMBER 2022 PARK HYATT, MELBOURNE

ANNUAL AUSTRALIAN SUPPLY CHAIN & LOGISTICS AWARDS GALA DINNER These prestigious National Awards, presented by the SCLAA for the past 20 years, have been running for 60 years making them the most sought after, recognised and influential awards across the Supply Chain, Logistics and Transport industries.

TIME 6pm - for pre-dinner drinks & canapes

DRESS Ladies: Cocktail Gentlemen: Lounge Suit

Book online via the ASCLA website: ascla.com.au/attend Early bird pricing ends October 10th

PROUDLY SPONSORED BY

AWARDS MC Shane Bourne

MHD ALC

ALC FORUM 2022 MHD conducted a Q&A with Brad Williams, CEO of the Australian Logistics Council, on the subject of ALC’s recent Forum 2022 – and the organisation’s agenda moving forward.

WHAT WAS IT LIKE HOSTING THE ALC FORUM 2022 AFTER YEARS OF DISRUPTION OWING TO THE PANDEMIC? It was nice to have the opportunity to get the broader membership, government, and other stakeholders into a room face to face again and to do some networking.

And it was great to have what I thought were some pretty enlightening and thought provoking presentations and discussions from the panellists. The combination of great presentations, in-person networking, and fleshing out of the issues affecting our industry made for a great event this year.

WHAT SORTS OF ISSUES WERE ABLE TO BE ADDRESSED IN PERSON THAT MIGHT NOT HAVE BEEN POSSIBLE IN AN ONLINE ENVIRONMENT? I think everyone has by this point effectively pivoted to the online space – and were able to navigate the complex conversations that went on throughout COVID. As an industry we’ve navigated complex border restrictions and extreme weather events, so it wasn’t so much a matter of things being discussed in person that couldn’t have been discussed online. The industry has been very impressive in adapting to online, in my view.

But there is something irreplaceable about the informal aspects of meeting in person. I heard and participated in so many great conversations around the dinner tables during our dinner. And the immediacy of question-and-answer sessions during our presentations perhaps sparked insights that wouldn’t have been possible with a more timedelayed online setting. But if I’m being perfectly honest, it was just wonderful for everyone to get together, have a yarn, and really touch base with each other in a personal manner. That really helps establish long-term relationships – which is a key goal for ALC. 54 | MHD JULY 2022

Having states better align their border requirements will help drivers and freight movement moving forward.

WHAT WOULD YOU SAY WAS THE MAIN FOCUS OF THE FORUM THIS YEAR? The forum and the programme was designed to be future-focused. We really wanted to focus on that because there have been so many immediate challenges and disruptions that the industry have had to deal with in quick succession.

This was an opportunity for ALC to get industry together and take a little step back to focus on the broader picture. ‘What are we doing now?’

‘What are the next 20 years going to look like?’ ‘What do we need to do now to shape tomorrow’s supply chain?’ It was with these questions in mind that we structured the programme to run as it did.

WHAT HAS THE FEEDBACK BEEN LIKE FROM YOUR PARTNERS AND THE ATTENDEES? The feedback has been terrific. Really positive feedback about our forwardlooking agenda – and how we helped provoke and start new conversations.

And that’s the role of an organisation like the Australian Logistics Council.

We’re not only helping members solve their day-to-day problems; we also play an important role in helping to set the strategic agenda for the sector.

By bringing together our board, our membership base, and government players – we help everyone to think about the challenges that are coming down the track. And I think our Forum achieved that this year.

WHAT ARE SOME OF THE TOP PRIORITIES FOR ALC THIS YEAR, IN TERMS OF THIS FORWARDLOOKING AGENDA? Firstly, in the shorter-term, I would say workforce challenges and the availability of the skilled workforce is a key priority for the sector. It’s something that we’ve been focused on for a while and we certainly raised as part of our pre-election priorities for the government and the thenopposition at the time.

In terms of the immediate gaps, we are focused on conversations with government around the skilled migration programme – to help ensure we’re getting that overseas talent that we need.

MHD ALC FINALLY – WHAT WERE THE KEY TAKEAWAYS FOR YOU FROM THIS YEAR’S ALC FORUM 2022?

Brad Williams, CEO of ALC Focusing on the longer term, we’re focused on getting people trained for the future and skilled up on the future needs of the sector in domains like automation, robotics, and cybersecurity.

The second major priority I would say is rising costs, which are a real challenge for the sector. It’s a difficult thing for industry organisations to deal with, but I think it’s beholden on us to make sure we remind governments and regulators that the costchallenges facing the entire economy are something our industry is facing, too. So, it’s a matter of advocating for our industry and ensuring that cost-pressures in supply chain are factored into the broader policy framework governments implement to address costpressures more broadly.

There are still other short-term challenges that we as an industry have to face: the ongoing shortage of palettes, and the shortage of Adblue that was particularly acute earlier this year. While short-term fixes can be found, we need to keep our eye on the ball in terms of building longer term sovereign capacity to meet these needs.

These considerations tie into the broader focus we at ALC – and the country as a whole – have on developing a resilient supply chain strategy. We are keen to see the review of the National Freight and Supply Chain Strategy, which is scheduled for 2024, be brought forward to early next year as part of the new government’s agenda. We look forward to working with Minister King as she focuses on this aspect of her portfolio and to take the lessons we’ve learned and help the government build those into the National Freight and Supply Chain Strategy. It’s important that it’s not simply a document that talks about where we are spending money, but how we are going to make decisions, and how that decisionmaking process helps build the long-term resilience of the supply chain.

“

The forum and the programme was designed to be future-focused.

We really wanted to focus on that because there have been so many immediate challenges and disruptions that the industry have had to deal with in quick succession.

”

From my perspective, taking a step back it was a matter of answering the question ‘How do we get to 2040 in terms of shaping the supply chain?’ And there were a few key takeaways when looking at the Forum from that perspective.

One of them is undoubtedly how we can meet customer expectations. I heard that consistently at the Forum as a key focus. To meet those expectations involves a few things.

First, the sustainability agenda is now a given – that’s not up for debate anymore. Second, notwithstanding all the technological developments – the freight and logistics sector is essentially a people business. So, we need to build that workforce capacity and focus on building those skills we need for the future.

Third, we need to stay focused on both the gender and cultural diversity of the workforce. That was a really important takeaway for me, because there’s a lot more work to be done on that front.

Fourth, data and interoperability will drive productivity in supply chain and logistics.

Data is vital in helping governments directly to de-risk their decision making.

Fifth, for me is the multi-modal focus. It’s not a matter of one method or the other – we’re going to have to look at all modes of transport to meet our national freight task.

All of these factors are key takeaways that the Forum really underlined, and they all contribute to meeting that overall challenge of meeting customer needs and expectations.

Finally – and this is something that ties all of the above together – I think it’s crucial that we continue to build towards a nationally consistent approach to policy development and infrastructure investment.

That’s been a big learning out of COVID, where we were having to negotiate between different states that had different rules as trucks drove from Melbourne to Brisbane – different testing regimes, for instance.

So, for me those five key takeaways – and the overlay of needing a nationally consistent approach – were the key ones.

And it was these things that I heard the most discussion about both in terms of our panellists, around the dinner table, and passing through the various informal discussions in the hallways at our Forum. ■ To learn more about the ALC, its work, and its strategic agenda, visit www.austlogistics.com.au MHD JULY 2022 | 55

MHD PRODUCT SHOWCASE

TOYOTA LEVIO LWI160 ELECTRIC PALLET JACK

O2I – MULTICODE READER

The Toyota Levio LWI160 Electric Pallet Jack features a lithium-ion battery, meaning it can be charged whenever there is downtime, unlike traditional lead acid batteries which require an eight-hour charge. The LWI160 is Toyota’s first pallet mover solely designed around the modular lithium-ion battery concept – allowing for a smaller, lighter, and more energy efficient unit. Its compact nature helps the LWI160 gain better access in tight areas. In some circumstances it may be the only option available when being used in tight spaces on the back of trucks. Able to lift 1600kg up to 210mm in an aisle with of 1837mm, the LWI160 is easy and safe to operate.

ifm’s O2I500 multicode reader is simple to use like a sensor, and reliably detects 1D and 2D codes. It delivers reliable reading results even in extremely difficult conditions, reading up to four different codes in milliseconds, which ensures efficient, and high-quality production.

Thanks to the one-button teach function and the viewfinder, it makes the product immediately ready for use, saving time and costs. In addition to this, the O2I500 can be configured via an app or using the award-winning Vision Assistant software. The device has an exchangeable ifm memory stick, which can be used to save or load complete configurations of the multicode reader. This simplifies device replacement and the set-up of several units for the same application. The integrated optional illumination with polarisation filter, ensures sufficient contrasts to reliably detect codes even in the case of shiny surfaces such as metal. The ifm O2I500 multicode reader combines robustness, compelling design, and intuitive handling.

For more information visit www.toyotamaterialhandling.com.au

For more information visit https://www.ifm.com/au/en

THE NEW COMBI-MR4 WITH DYNAMIC 360° ™ STEERING Since Combilift launched its first C4000 model in 1998, multidirectional capability has been one of the major hallmarks of the company’s wide range of handling solutions. 24 years and thousands of R&D hours later, its latest product takes multidirectional capability to the next level. The Combi-MR4 is a 4-wheel electric powered multidirectional reach-truck, which incorporates Combilift’s new Dynamic 360° ™ steering, which provides rotation on each wheel, enabling seamless directional change of the truck while on the move. The system allows this extremely agile forklift to work in forward, sideward and crab steer mode, guaranteeing swift operation and excellent manoeuvrability. Hence the full name of the new model: the Combi-MR4 Dynamic 360.

For more information visit www.combilift.com/combi-mr4

PROJECT44 OCEAN VISIBILITY Poor ocean visibility puts a strain on global supply chains, logistics costs, and customer service. At the root of the issue is low-quality data that hinders personnel productivity, streamlined operations, and proactive exception management. Today, more than ever shippers and 3PLs need global ocean visibility with the data quality, intelligence, ETAs, and proactive exception management that ensures efficient, cost-effective, reliable, and sustainable global transportation. project44’s Ocean Visibility solutions is here to help, with a suite of solutions that uses first-in-class data and analytics to improve personnel productivity, allow for proactive exception management, reduce logistics costs, improve customer service, and empower users for agile transport planning and procurement.

For more information visit www.project44.com

MHD JULY 2022 | 57

MHD PEOPLE ON THE MOVE

PEOPLE ON THE MOVE A monthly wrap up of the latest appointments in the supply chain, materials handling and logistics industry.

NEIL PATEL Neil Patel joins the Vative Leadership as it strengthens its presence in Queensland. Neil brings more than 20 years of significant experience in Lean & C.I. across many industries and geographies from working with Toyota in the UK, Belgium, and Japan. He has also supported improvements initiatives in how Health Research studies are delivered in the UK, as well as delivered MRO layout and part flow optimisation and procurement process simplification projects in the Swiss aviation sector. His other roles have been in consulting. He has worked in Hospital Builds and expansions and Rail, Infrastructure & Manufacturing Scale-up projects in the APAC region. Neil will lead the growing Vative QLD team.

GRACE ZANGARI Grace recently joined CBRE’s Industrial & Logistics – Occupier team as Director of Business Development. Grace has over 10 years’ experience in the real estate sector with a strong focus on BD and leasing transactions. In her previous role with LOGOS, Grace worked with national and global occupiers, including Asahi, Woolworths, Fisher and Paykel, H&M, GPC, Winnings, LF Logistics, Hilton Food Groups, NZ Post and Toll.

Do you have career news to share? Email Edward Cranswick at Edward.Cranswick@primecreative.com.au to be featured.

58 | MHD JULY 2022

Peaked your Interest?

Enhance the Safety, Capacity and Efficiency of your Storage Facility Combilift’s range of electric forklifts combine powerful • Safer Product Handling performance, emission free operation and a host of up to the • Optimise Production Space minute technologies to offer the most efficient way to handle • Improve Storage Capacity long loads up to 12 tonne.

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