When AS Colour started out, the trend was for tight tees and baggy pants. But while clothing fashion trends come and go, the trend that doesn’t change is that customers want their orders delivered on time and accurately.
Dematic’s Multishuttle Goods-to-Person (GTP) fulfilment system enables AS Colour to process orders with higher productivity, faster and with increased accuracy, down to the sequence of items in the package.
As a result, AS Colour has seen a big increase in sales as customers see how fast and accurately their orders reach them.
Learn more at dematic.com/as-colour
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Looking back at 2025
From robotics and AI to green-certified logistics and industrial real estate expansion, 2025 has been a year defined by transformation. Supply chains across Australia and beyond are evolving at speed, reshaped by digitalisation, sustainability, and a renewed focus on resilience.
At the front end of this change sits automation. Amazon’s unveiling of Blue Jay and Project Eluna underscores how AI is being embedded not just into warehouse systems but into operational decision-making itself. These platforms demonstrate how “physical AI” – technology that learns through contact – is driving productivity gains while supporting safer, more skilled workplaces.
In New Zealand, DHL Supply Chain’s new Te Kapua facility shows how automation, sustainability, and healthcare logistics are converging. The $81 million site integrates 41 robots, renewable power, and precision temperature control to future-proof the nation’s medical supply chain Closer to home, Australia’s industrial property sector has maintained remarkable momentum. Landmark leases and record-setting sales across Melbourne, Sydney, Mackay, and Ballarat highlight continued investor confidence and the strategic value of logistics-ready real estate Industrial property remains the standout commercial performer, buoyed by infrastructure connectivity and the race to secure high-quality assets.
And on the national stage, Australia Post’s new automated international parcel facility at Melbourne Airport signals a broader logistics modernisation. From automated sorting to carbon-efficient transport routing, it reflects a public-sector push towards smarter, more sustainable parcel processing. Meanwhile, infrastructure initiatives – from Tasmania’s bridge upgrades to Western Australia’s freight rail review – show government investment aligning with industry’s digital and physical transformations.
Collectively, these developments point to an industry entering a new phase: one that balances technology with human expertise, scale with sustainability, and national policy with global logistics ambition. As automation deepens and property markets adapt, the sector’s task will be to ensure that efficiency and innovation translate into enduring value – for businesses, workers, and communities alike.
Happy reading and we’ll see you next year!
Phillip Hazell
The Editor welcomes contributions but reserves the right to accept or reject any material. While every effort has been made to ensure the accuracy of information Prime Creative Media will not accept responsibility for errors or omissions or for any consequences arising from reliance on information published. The opinions expressed in MHD are not necessarily the opinions of, or endorsed by the publisher unless otherwise stated.
DECEMBER
THIS ISSUE
COVER STORY
11 Amazon advances warehouse AI and robotics systems
SUPPLY CHAIN
18 Argon & Co grows, diversifies, and looks ahead to 2026
16 Toyota supports Timbertruss growth with long-term forklift partnership
22 HELI strengthens global par tnerships and showcases next-gen innovation
WAREHOUSES
26 Jungheinrich launches first UPC automated storage system in Australia
32 Kärcher delivers autonomous warehouse cleaning
SPECIAL FEATURES
35 Healthcare logistics
38 Breakthrough in drone logistics
46 Industrial property report
50 Market report
ASSOCIATIONS, EVENTS, SPECIAL FEATURES AND REGULARS
03 Ed’s letter
06 Industry News
42 Bulk2026
44 MegaTrans 2026
52 ASCI
54 SCLAA
57 People on the Move
58 Product Showcase
ON THE COVER
Amazon unveils Blue Jay, Project Eluna, and DeepFleet – next-generation AI and robotics systems enhancing warehouse efficiency, safety, and workforce collaboration across its logistics network.
Australia Post opens automated international parcel facility
Australia Post has officially opened a new International Commercial Facility at Sky Road, Melbourne Airport, significantly boosting its ability to process international parcels.
The 2,500-square-metre site is the first of its kind in Victoria for Australia Post and features advanced automation capable of sorting up to 6,000 parcels per hour. Replacing the previous manual sorting setup, the new facility increases processing capacity by more than 50 per cent.
The development is designed to support Australia Post’s expanding international merchant customer base. Sustainability was a key consideration in the facility’s design, with optimised linehaul and transport routing to reduce carbon emissions, as well as enhanced recycling systems for cardboard and plastic waste.
Gary Starr, Executive General Manager Parcel, Post and eCommerce Services at Australia Post, said the investment reflects a commitment to better meeting the needs of large international customers.
“These new machines allow us to process more parcels, reduce manual handling and improve overall safety. They also enhance tracking visibility and ultimately help us deliver packages faster to customers,” Starr said.
Nine Tasmanian bridges are being strengthened, with tenders now open to reinforce 12 more in 2025, as part of a $100 million upgrade to the state’s freight routes.
The upgrade is jointly funded by the Australian Government ($80 million) and the Tasmanian Government ($20 million) through the five-year Freight Capacity Upgrade Program. The program aims to improve freight capacity on key routes by strengthening or replacing bridges and upgrading sections of roads.
“The program is supporting Tasmania’s economic growth by increasing freight efficiency, enabling increased safe operating loads, and making travel times more predictable
The Melbourne facility is the second in Australia to feature a fully automated international sorting system, following the installation of similar technology at Australia Post’s Sydney Gateway Facility in October 2023.
The site also includes a dedicated area for Australian Border Force and the Department of Agriculture, Fisheries and Forestry to conduct parcel inspections, ensuring compliance with
customs and biosecurity requirements.
The new facility is part of Australia Post’s broader effort to modernise its national network and meet rising eCommerce demands. By expanding its infrastructure and automating key processes, the organisation aims to provide more reliable and efficient international delivery services to Australian businesses and consumers. ■
Tasmania to boost freight routes with $100m bridge upgrades
for freight operators,” says Tasmanian Infrastructure Minister Kerry Vincent.
“It supports productivity by improving the roads freight vehicles travel on day to day.
“Repairing and strengthening these sections of road and bridges will also improve road safety for all road users and reduce maintenance costs.”
Till now, 15 road and bridge strengthening projects under the program have been completed across the state, including Pipers River Bridge and sections on the Bass, Midland, Lyell and Huon highways.
Work is now advanced on a package to strengthen nine bridges under a $2.2 million contract awarded to construction company Fulton Hogan.
The 12 bridge-strengthening
projects currently open for tender are located across Tasmania.
“These much-needed bridge strengthening works will increase road and bridge network capability to increase freight productivity for critical state industries such as agriculture and manufacturing,” says Senator for Tasmania Anne Urquhart.
“The Australian Government will continue to invest in infrastructure projects across Tasmania to ensure efficient and safer travel for truck and heavy vehicle freight well into the future.”
Current plans are for a total of 35 bridges to be strengthened and three replaced as part of the Freight Capacity Upgrade Program. ■
Auspost’s facility expands modern delivery capacity. Image: Auspost
WA Gov’t moves to reverse privatisation of State’s freight rail network
After 25 years under private control, the WA Government will commence negotiations to bring the State’s freight rail network back into Government hands.
The freight rail network was privatised by the Liberal National Government in 2000, but with key Western Australian industries growing significantly in recent years, particularly record grain harvests, the demands on the network are at record highs.
Under the existing lease agreement, which has another 24 years to run, the Western Australian Government has little capacity to directly support key industries that make use of the State’s freight rail network, or deliver important policy objectives.
Greater public control would allow for greater and more targeted Government investment, and increase usage of the freight rail network, delivering significant benefits including:
• Increasing the use of the rail network to meet the demand being driven by new resource projects and growth in output from the agriculture sector, supporting future WA jobs;
• improved safety on roads, by reducing the amount of trucks;
• cost savings for industry through the more efficient movement of grain and commodities to and from the State’s ports, to ensure WA remains globally competitive;
• ability to improve the frequency and journey times for regional rail services, like the Australind, with the Government being able to upgrade tracks, and build passing loops;
• greater flexibility for regional communities, who have been prohibited and limited in relation to what activities they can undertake in close proximity to rail corridors;
• greater involvement and potential partnerships with local WA businesses; and
• more opportunities for tourism investment, particularly tracks that are underutilised or under care and maintenance.
The State Government has written to the current rail operator Arc Infrastructure to advise of the intention to enter negotiations to return the freight rail network back to public hands.
“Supporting the growth of our critical industries is a key priority for our Government and bringing freight rail back into public hands is a key way we can do that,” says Premier Roger Cook.
“The demands on the State’s freight rail network have grown significantly and we want to make sure we’re moving as much by rail to and from our ports as possible.
Government will progress negotiations with Arc Infrastructure and will make a final decision if it is economically and financially responsible to do so.
“It was a reckless decision by the Liberal Government to privatise the freight rail in 2000, and the reality is the deal has not stood the test of time.
“Some of the State’s biggest industries are seeking to increase their usage of freight rail to move goods, and the State Government want to support that,” says Transport Minister Rita Saffioti.
“Rail is critical to a more efficient freight network, and it also means less trucks on roads, which is something local communities are always calling for.” ■
DB Schenker operations under DSV ownership. Image: AlexGo/stock.adobe.com
DSV completes $23.6bn acquisition of DB Schenker
Melbourne’s freight operators will soon have access to the country’s first dedicated electric truck charging hub, with the Australian Renewable Energy Agency (ARENA) providing $12.3 million in support for the project.
The hub will be developed, constructed and operated by Mondo Power in Laverton North, one of Melbourne’s busiest freight corridors, to demonstrate the technical and commercial viability of electrifying heavy vehicles.
The facility will feature 14 dual plug electric vehicle chargers designed specifically for heavy battery electric trucks (BEVs). Alongside the hub, the funding will help offset the total cost of ownership for 20 heavy BEV
trucks, supporting transport companies trialling the technology and shifting away from diesel.
ARENA CEO Darren Miller says the initiative highlights how clean energy innovation can transform Australia’s high-emission transport sector. “Through Mondo’s project, we’ll show the heavy transport sector how electrification can be integrated into existing business models and drive down the high emissions from moving goods on our roads,” Darren says.
“By backing first-of-its-kind innovation like this, we can accelerate adoption of clean technologies and bring us closer to our net zero goals.”
Mondo will partner with leading truck manufacturers to supply heavy BEVs to
fleet operators and provide technical support, long-haul demonstrations and charging hub memberships offering set pricing, driver amenities and secure vehicle parking.
AusNet Chief Development Officer Jon D’Sylva says the project is a major step toward decarbonising freight. “Delivering Australia’s clean energy transition isn’t just about renewable generation – we must also tackle sectors like transport,” Jon says. “This facility will enable cleaner, more efficient freight operations and reduce pollution in Melbourne’s west.”
The project is funded under ARENA’s Driving the Nation Program, part of Australia’s broader push to decarbonise long-haul transport.■
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Amazon expands AI-driven automation
Amazon has unveiled two new AI and robotics technologies – Blue Jay and Project Eluna –designed to make its warehouses safer and more efficient.
Amazon has introduced a new generation of AI and robotics systems aimed at improving efficiency and workplace safety across its fulfilment network. The technologies – Blue Jay, Project Eluna, and DeepFleet – combine robotics with artificial intelligence to streamline operations, anticipate bottlenecks, and reduce repetitive manual tasks.
“Our latest innovations are great examples of how we’re using AI and robotics to create an even better experience for our employees and customers,” says Tye Brady, Chief Technologist for Amazon Robotics.
“The goal is to make technology the most practical, the most powerful tool it can be – so that work becomes safer, smarter, and more rewarding.”
Each technology targets a specific part of the company’s logistics
ecosystem, but collectively they demonstrate Amazon’s continued investment in physical AI – systems that learn from contact, coordinate at scale, and assist people rather than replace them.
Multi-arm coordination for faster fulfilment
Among the new technologies, Blue Jay is a multi-arm robotic system designed to support employees with repetitive and ergonomically challenging tasks. It can pick, stow, and consolidate items simultaneously – actions that previously required three separate robotic stations.
By combining these processes, Blue Jay reduces physical strain while increasing throughput and space efficiency within fulfilment centres. Its development was accelerated using
digital-twin simulations, allowing engineers to test and refine designs virtually and reduce the development cycle from several years to just over one.
Blue Jay is currently undergoing live trials at an Amazon facility in South Carolina, where it already handles around 75 per cent of stored item types. Once scaled, it is expected to become a cornerstone of the company’s same-day delivery operations.
Running in parallel with Blue Jay is Project Eluna, an “agentic” AI platform that assists operations managers by analysing real-time and historical data. The system identifies potential bottlenecks, reallocates resources, and recommends staffing adjustments to maintain steady throughput.
A pilot of Eluna will take place during the upcoming holiday season at a
The Blue Jay is expected to become crucial to Amazon’s same day delivery operations.
fulfilment centre in Tennessee, initially focused on sortation optimisation. Managers will be able to ask targeted questions such as where to shift people to avoid slowdowns, receiving datadriven guidance in response.
By reducing the number of dashboards supervisors need to monitor, Eluna aims to help managers spend less time reacting to issues and more time leading and coaching their teams.
Gen AI for robotic coordination
Supporting these new initiatives is DeepFleet, a generative-AI foundation model developed to coordinate the movement of Amazon’s vast robot fleet. Built using internal operational data and trained through AWS SageMaker, DeepFleet functions as a dynamic traffic-management system that orchestrates thousands of robots across fulfilment sites.
The model has improved robot-
travel efficiency by about 10 per cent, resulting in faster order processing, reduced energy use, and lower operational costs. As it continues to learn from operations data, further performance improvements are expected.
“The goal is to make technology the most practical, the most powerful tool it can be – so that work becomes safer, smarter, and more rewarding,” Tye says.
Amazon’s international fulfilment network provides the flexibility to introduce new technologies where they deliver the most value, with early deployments in the US serving as testbeds for future global adoption.
Amazon’s investment in Australia has expanded in recent years, creating the infrastructure to support more advanced automation. The company is investing $20 billion to expand its data-infrastructure network
across Sydney and Melbourne, a move that underpins wider use of machine learning and robotics in local operations.
It is also developing three new solar farms in Victoria and Queensland, adding to eight existing renewableenergy projects that already power much of its Australian business.
A decade of robotics evolution Amazon’s current AI advances build
on more than a decade of robotics development. Since acquiring Kiva Systems in 2012, the company has evolved from using simple shelfmoving robots to deploying complex collaborative systems across hundreds of sites.
Its current fleet includes robots such as Hercules, capable of lifting up to 560 kilograms; Pegasus, which uses precision conveyors for parcel handling; and Proteus, the first autonomous mobile robot able to navigate safely around people.
Earlier this year, Amazon reached a milestone when it deployed its onemillionth robot, underscoring its scale as both manufacturer and operator of warehouse automation systems. The milestone unit was delivered to a fulfilment centre in Japan, joining a network that now spans more than 300 facilities worldwide.
These systems are designed to work alongside people, handling heavy lifting and repetitive tasks while enabling employees to develop new technical skills in robotics and systems management.
As automation expands, Amazon continues to invest in employee development. More than 700,000 workers have participated in upskilling programs since 2019, many focused on robotics, maintenance, and systems engineering.
At its next-generation fulfilment centre in Shreveport, Louisiana, advanced robotics have increased the demand for technical expertise, with around 30 per cent more employees now required in reliability, maintenance, and engineering roles.
Through its Career Choice program –a prepaid tuition scheme for front-line workers – Amazon offers pathways into high-demand technical fields, from mechatronics and robotics to data operations and systems integration.
Practical innovation for real-world logistics
Amazon’s approach to AI and robotics remains grounded in measurable, real-world outcomes. The company manufactures most of its robots in the United States, working with local
Blue Jay assists Amazon employees with repetitive and challenging tasks.
suppliers to maintain quality standards and enable rapid feedback between design, production, and front-line operations.
This model allows continual refinement of new technologies based on live operational data, improving performance, safety, and scalability across its global network.
The introduction of Blue Jay, Project Eluna, and DeepFleet marks the
latest stage in Amazon’s shift toward an AI-driven logistics model. By combining robotics, predictive analytics, and machine learning, the company is creating an integrated system that supports operational efficiency and long-term workforce development.
Amazon’s automation journey began more than a decade ago with a focus on improving how employees accessed inventory. Today, that focus has evolved
into applying advanced AI across its robot fleet to deliver faster service, lower costs, and enhanced reliability for customers.
As the company scales these systems, Tye emphasises that the long-term goal remains collaborative innovation between humans and machines.
“The real headline isn’t about robots,” he said. “It’s about people –and the future of work we’re building together.” ■
A group of Amazon Hercules Mobile robots. Images: Amazon
Timbertruss framed for success with Toyota forklifts
Australia’s largest prefabricated timber supplier strengthens operations through a long-term partnership with Toyota Material Handling Australia.
An Australian supplier of prefabricated architectural timber frames has used Toyota Material Handling Australia (TMHA) to help build its business into the thriving business it is today.
Since its inception in 1989, Timbertruss has grown into Australia’s largest supplier of timber trusses, wall frames, posi struts, cassettes and flooring systems, operating manufacturing facilities in the Geelong suburb of Corio and Brendale in Brisbane’s north.
Timbertruss relies on the quality, reliability and safety of Toyota forklifts at its manufacturing facilities, with TMHA being its preferred supplier of
material handling equipment for more than a decade.
Toyota recently delivered a new fleet of 20 counterbalance forklifts to Timbertruss across its two sites, with a mix of units ranging from 2.5 to 4.0 tonnes in capacity, which are used to transport timber and finished structures around the warehouse.
Timbertruss CEO Mark McDonald said the company’s preference for Toyota forklifts would only increase going forward.
“We’re gravitating towards having Toyota as our major material handling equipment provider and supplier. For all of our forklift needs, we will be relying on Toyota,” Mark says. “All of
our new forklift material handling fleet is Toyota. We have a handful of other brands, which will be retired over the coming five years.”
Timbertruss places an emphasis on employee safety, which made Toyota a suitable fit for its warehouse operations.
TMHA Corporate Account Customer Manager Trevor Smith worked with Timbertruss to arrange and deliver the machines according to the customer’s needs and specifications, making the process as easy as possible for all parties.
“Our procurement, logistics and operations team have been working very closely with (TMHA) and they’re raving about it, so the feedback is very positive,” Mark says.
Timbertruss uses Toyota’s I-Site fleet telematics system, which helps businesses of all sizes manage their forklift logistics. It allows businesses to control their operating costs, monitor forklift utilisation and safety incidents, and schedule servicing to ensure equipment downtime is kept to a minimum.
“I-Site has been a crucial inclusion, along with other safety systems and processes,” Mark says.
Having a large fleet of material handling equipment requires convenient and hassle-free servicing capability. With a service network including over 300 knowledgeable technicians nationwide, TMHA is able to support the servicing needs of Timbertruss to keep its forklifts operating across its vast yard area.
company features support offices in Vietnam and India. ■
For more information freecall Toyota Material Handling Australia on 1800 425 438 or visit online at www.toyotamaterialhandling.com.au
The Timbertruss team with new Toyota forklifts. Images: Toyota Material Handling Australia
A Toyota forklift transporting timber products at Timbertruss Victoria.
Building on growth and shaping what’s next
After another year of expansion and building capabilities, Argon & Co enters 2026 focused on broadening its industry reach.
Argon & Co has closed 2025 on a high note, marked by steady growth, diversification, and continued evolution in its consulting capabilities. The business strengthened its position across Australia and New Zealand while expanding globally, cementing its reputation as a trusted transformation partner that helps clients move from strategy to execution. The company’s success
has been underpinned by its ability to grow despite volatile market conditions. 2025 also saw Argon & Co refine its model as a true end-to-end transformation partner – one that helps organisations design, implement, and deliver operational change across the value chain.
“2025 has been another year of strong growth,” says David Bissett, Managing Partner at Argon & Co.
“Australia and New Zealand have really established themselves as key markets for our business. We’ve been able to grow despite the market being fairly volatile and uncertain at times, which shows that the strengths within our business are closely aligned with market needs.”
That alignment, he adds, is central to the company’s mission of helping clients “see real change” – a core part
Argon & Co has 200 consultants across its network. Images: Argon & Co
of the firm’s identity and brand.
Key milestones and expansion
Over the past year, Argon & Co recorded growth across its core business lines – logistics, manufacturing, planning, and procurement – with its procurement practice emerging as one of the standout performers. Acquisitions and regional expansion also played a key role in strengthening its capabilities.
The merger with Melbournebased Bevington Group added a new dimension to Argon & Co’s offering, bringing in strategic and operating model expertise to complement its operational strengths. The firm also grew its workforce to more than 230 consultants across ANZ and opened a new office in Kuala Lumpur (KL), marking a step into the broader Southeast Asian market.
says. “At a global level, we now have market presence in 15 countries. So, we’ve expanded rapidly both locally and globally.”
These moves, combined with organic growth across core service areas, have positioned Argon & Co to continue scaling sustainably in 2026 and beyond. Uncertainty across global and local markets hasn’t slowed the firm’s progress. While economic softness and supply chain volatility have prompted many organisations to focus on cost-out and productivity initiatives, Argon & Co has been able to meet those needs head-on.
The consultancy’s focus on operational efficiency and business transformation has proved especially relevant for companies seeking measurable improvement. Its client partnerships increasingly centre on delivering efficiency gains and
many clients focusing on productivity improvement and cost-out initiatives,” David explains. “That’s right in our wheelhouse. Our natural positioning is around operational excellence, supporting productivity improvement with cost-out outcomes – and those capabilities are in high demand.”
This focus has allowed Argon & Co to build resilience while preparing for the next phase of growth as confidence returns to the market.
Southeast Asia has emerged as a strategic growth area for Argon & Co, complementing its well-established presence in Australia and New Zealand. The decision to expand into the region reflects both long-term opportunity and the company’s increasing collaboration with clients operating across borders.
From Southeast Asia, the firm aims to deepen ties with regional businesses
An Argon & Co panel exploring practical operational transformation.
expertise while accessing a wider pool of global capability.
“Australia and New Zealand are on the doorstep of a very big, stilldeveloping market,” David says. “Expanding into Southeast Asia allows us to access a bigger market and keep growing. Being in more markets gives us greater exposure and credibility with regional clients.”
With a global network of over 80 partners, the company leverages shared knowledge and resources across continents, ensuring each regional office benefits from the broader group’s experience and insights. At the same time, maintaining local delivery remains non-negotiable – an approach that, as David explains, continues to define the firm’s credibility with clients.
Technology and transformation
Technology has become a defining focus for Argon & Co, reflected in its continued investment in digital products and innovation. The company’s NEOS, IRIS, and MODE platforms illustrate how technology and operations now intersect across its consulting work. NEOS delivers systems integration services in partnership with leading software providers. IRIS focuses on bespoke AI and machine-learning solutions, while MODE is a digital work system designed for manufacturing environments – a tool that enhances workforce communication, safety, and performance.
“Technology can no longer sit outside of core business operations,” David says. “It’s both an enabler and a key driver of transformation. We want to be credible and central to that journey.”
The firm expects digital transformation to continue shaping consulting engagements in 2026, particularly as Australian and New Zealand organisations look to close the technology adoption gap with other global markets.
Looking ahead to 2026
Argon & Co enters the new year with strong momentum. The business plans to build on its existing client relationships, expand into new industry
segments, and embed its strategy-toexecution model as a unified market proposition. The company also aims to cross-sell more of its integrated solutions, moving beyond singleservice engagements to deliver broader transformation outcomes. At the same time, it plans to leverage its growing technology and data capabilities to drive more measurable results.
“We still see a lot of opportunity for deeper engagement in our core industries and through cross-selling our full suite of capabilities,” David says. “By the end of 2026, we want our full transformation capability – from strategy through to technology delivery – to be seen as one cohesive offer.”
The year ahead, he adds, will also focus on industry diversification and developing leadership across emerging sectors.
As a people-driven consultancy, Argon & Co recognises that sustained growth depends on investing in its workforce. The company has continued to refine its culture, leadership programs, and professional development pathways to attract and retain top talent. From graduate rotations to global leadership initiatives, Argon & Co has created a framework for continuous learning.
The company recently held its first full-scale development week in Bali, where more than 230 staff took part in training focused on communication, personal growth, and leadership.
“We still see ourselves as a family business – in the most positive sense,” David says. “We build expertise and support through internal communities, and ensure there is focus on each individual team member. It’s not just about what they contribute to the company; it’s about providing opportunities and career pathways in return.”
Alongside these programs, Argon & Co continues to strengthen its HR, diversity, coaching, and wellbeing initiatives – ensuring that as the company scales, its people remain at the centre of every decision. Across its global network, Argon & Co’s guiding principle remains unchanged: to deliver real, measurable transformation for clients and its own teams alike.
The firm’s steady evolution – from boutique consultancy to global transformation partner – reflects that vision in action.
“Everything we do is about delivering positive, measurable change,” David says. “That’s the value we bring, and it’s how we define real change.” ■
Needs new caption. Images: xxx
United with HELI, driving the future together
HELI’s 2025 Global Conference highlighted its shift from product showcase to global collaboration, innovation, and sustainability.
In late October, more than 500 authorised HELI dealers from across 100 countries converged in Hefei City, Anhui Province, China for the 2025 HELI Global Conference, a landmark event celebrating innovation, collaboration and the shared vision shaping the future of material handling.
Representing the Oceania region, HELI Oceania joined the conference under the theme “Join Hands, Shared Future”. This year’s event marked a defining moment in HELI’s evolution; from a global manufacturer to a forward-thinking leader integrating research, design, manufacturing and intelligent service solutions under one cohesive brand.
From product showcase to global unity
Departing from past focus on product exhibitions, the HELI Global Conference has transformed into a platform for global partnership. The 2025 edition placed strong emphasis on unity, sustainability and innovation, reinforcing HELI’s position as one of the world’s most influential material handling brands.
HELI’s commitment to progress was evident through the unveiling of over 20 new products, showcasing advancements in lithium-powered forklifts, autonomous driving/ operation and intelligent robotics. These innovations reflect HELI’s determination to drive the industry toward a smarter and greener future, aligning closely with global trends in automation and sustainability.
Innovation for a Sustainable Future
For HELI, the path forward is clear: sustainability through smart technology. The company is pioneering lithium battery solutions to replace older power systems, while also offering solutions to transition leadacid and internal combustion forklift fleets to lithium power.
As demand for clean and efficient energy solutions continues to grow worldwide, particularly in regions like Oceania, HELI’s lithium range is at the forefront of that change. The
HELI showcases its heavy-duty reach stackers and material handling fleet. Images: HELI
In addition to the logo, where appropriate, one of two brandmarks can be applied in isolation.
momentum toward electrification reflects HELI’s unwavering commitment to environmental responsibility and operational efficiency.
Celebrating Collaboration and the Next Generation
Beyond the impressive product reveals, this year’s conference underscored the power of partnership. HELI’s biennial event serves not only to strengthen ties within its dealer network but also to foster the spirit of innovation among its future leaders. One highlight of the conference was the introduction of the HELI Youth Forum, a new initiative designed to inspire and empower the next generation of HELI partners. By fostering creative thinking and global collaboration, HELI is ensuring that its legacy of progress continues well into the future.
The event’s closing message
resonated deeply with attendees: “One alone is hard to lift, but together we move with ease”. This sentiment perfectly captures HELI’s global philosophy: unity, shared purpose and collective success.
HELI’s Global Vision, Oceania’s Future
For HELI Oceania, participation in the Global Conference reinforced the brand’s mission to strengthen its dealer network and expand access to HELI’s advanced product range across the region.
Oceania remains a critical growth market for HELI, with vast potential in logistics, warehousing, construction and manufacturing. As HELI continues to lead China’s industrial vehicle industry, proudly holding the No.1 position for 34 consecutive years, its investment in global collaboration ensures that dealers and customers in Australia benefit
directly from the latest technological breakthroughs and manufacturing excellence.
Driving the Future Together
HELI’s 2025 Global Conference demonstrated more than innovation; it showcased the power of connection. With over six decades of experience and an ever-expanding network of partners worldwide, HELI continues to lift industries higher through unity, innovation and shared vision. As HELI looks ahead, one message remains clear: the future of material handling isn’t just about machinery, it’s about moving forward together. ■
For more information about HELI Oceania and its full range of material handling solutions, visit www.heliau.com.au.
Jungheinrich expands material handling portfolio
Jungheinrich introduces to Australia its first UPC system, expanding its material handling portfolio with scalable, high-density warehouse solutions.
Jungheinrich is globally known as one of the major manufacturers of material handling equipment, producing everything from pallet trucks through to automated storage and retrieval systems. But that extensive range hasn’t really existed in Australia – until now. Jungheinrich is bringing to market an expanded portfolio of material handling products and racking solutions. Today, the business employs around 250 people nationwide, supporting large-scale projects across Australia’s logistics and warehousing sectors, and is looking to create a larger footprint across the industry.
“Jungheinrich currently has a strong footprint in Australia when it comes to materials handling equipment –particularly forklifts and pallet trucks,” explained Thomas Penning, Sales
Manager Warehouse Equipment and Automation at Jungheinrich Australia. “However, its presence in warehouse material handling solutions remains relatively limited.
“Over the next decade, it’s a strategic goal for Jungheinrich to expand further into that market across the broader Asia-Pacific region, including Australia.”
Jungheinrich is kicking-off that strategy with the introduction of Jungheinrich’s Under Pallet Carrier (UPC), an automated shuttle that transports pallets and material across a rail.
This is the first step for Jungheinrich in extending it’s offering in Australia.
“To achieve that goal, Jungheinrich is broadening it’s Australian offering by bringing proven products and services from overseas markets into
the local market.” Thomas says, “a full solution – from consulting and warehouse design through to racking and materials handling equipment.”
Why choose a Jungheinrich UPC solution?
The UPC system is designed for warehouses requiring high-density pallet storage. The system combines automated shuttle vehicles with racking structures, allowing pallets to be transported along rails within storage lanes without the need for forklifts to enter aisles. By enabling deep-lane storage, the UPC system can provide a 90 per cent area utilisation rate compared to standard selective racking which typically will be around 45-50 per cent. It supports both first in and first out (FIFO) and last-in, first-out (LIFO) configurations, giving
Jungheinrich’s UPC shuttle for high-density storage.
Images: Jungheinrich
“When you look at it from a throughput perspective, you get far more value out of a UPC system than a standard drive-in setup. “The return on investment (ROI) comes from both optimised space utilisation and time savings for operators. All of this is determined during our consultation process.”
The system also enhances operational safety by removing the need for operators to enter racking structures to manually place or retrieve pallets. This eliminates the risk of working beneath heavy stock and significantly reduces potential hazards within high-density storage environments.
All fire safety and sprinkler requirements under AS 2118.1 are incorporated into the system’s design, both electronically and mechanically. Longitudinal and transverse flue spacing can be programmed directly into the UPC shuttles, ensuring full compliance with fire protection standards.
“To maintain long-term structural integrity and operational safety, all racking systems are designed, supplied, and installed in accordance with – and exceeding – AS 4084:2023,”
mandatory annual expert racking inspections and monitors service intervals for all material handling equipment, supporting consistent performance and reliability throughout the system’s lifecycle.”
Scalable for your future business growth
During the design phase, Jungheinrich works closely with clients to ensure each UPC system is tailored to their operational needs. This involves consulting with all key stakeholders to design the system around specific pallet dimensions, and operational requirements. During the design process, the Jungheinrich technical consultants engage with customers and conduct site walkthroughs and surveys, capturing data from relevant contributors, and completing area and volume analysis, as well as logistics process analysis. They discuss constraints and goals, provide technical data assessments and reporting, and then use this information to formulate detailed design concepts and proposals through CAD workflows and engineering standards.
The focus is on ensuring all
Jungheinrich’s UPC shuttle moving pallets.
implementation. The company is currently partnering with a Sydneybased third-party logistics provider on the installation of Australia’s first Jungheinrich UPC system. With local service teams, spare parts availability, and trained technicians across Australia, Jungheinrich ensures every installation is backed by responsive support, long-term maintenance, and lifecycle optimisation.
“In this instance, they’re using a Euro pallet, which is a bit unusual for the Australian market,” says Thomas. “But we can easily design both the rack and the shuttle around those pallet specifications.”
Thomas continued to explain that the system was designed for a Euro pallet, considering the height, weight, depth, and how they wanted to use it. The 3PL wanted to load from one
end in a FIFO application, which is akin to a pallet-through setup, where one end is for loading and the other for unloading. The system can also be customised and scaled after the design and installation process has concluded, and it’s an accommodation that the 3PL specifically requested.
“The system is very scalable. Adding lanes to the existing setup isn’t a problem,” Thomas says. “This customer has actually left space for future expansion.”
“Hopefully by Q3 next year – there’ll be a need for more racking and additional UPC shuttles.
“The end user operates in a rapidly growing tech sector, so expansion is definitely on the horizon, and we can easily attach extra lanes to the existing structure.”
The UPC also integrates seamlessly with Jungheinrich’s wider automation ecosystem, including warehouse management and control software, automated guided vehicles (AGVs), and smart energy systems – offering a unified, scalable approach to material flow.
As demand for compact, highthroughput storage continues to grow, Jungheinrich plans to further expand its automation and energyefficient technologies across Australia and the Asia-Pacific region.
“For us, it’s about delivering more than just equipment,” Thomas says.
“It’s about helping our customers build smarter, safer, and more efficient warehouses that can scale with their growth.” ■
Netlogix streamlines fragmented freight networks through unified digital freight platfor m to improve visibility, efficiency, service and sustainability.
Australia’s freight and logistics landscape is undergoing structural change as shippers navigate rising costs, fragmented carrier networks, and growing pressure to improve visibility, service levels and sustainability performance. Against this backdrop, Netlogix is emerging as a partner helping organisations consolidate and digitise their freight operations through an integrated, datadriven approach designed to simplify complexity.
As retailers, fast-moving consumer goods (FMCG) and distributors grapple with SKU proliferation, tighter delivery windows, omnichannel fulfilment demands and rising customer expectations, the need for a unified logistics view has never been more acute. Many organisations still rely on large, multi-carrier networks that function in silos, resulting in duplicated touchpoints, inconsistent reporting, escalating inefficiencies and limited operational transparency. These challenges are acknowledged across the industry, reflected in recent coverage from Inside Retail and Inside FMCG highlighting the mounting operational costs and inertia caused by fragmented supply chains.
Netlogix Group General Manager, Product and Customer Strategy, Claire
Malcolmson says the company is addressing these issues head-on by helping shippers replace disjointed processes with a single, consolidated logistics ecosystem.
“Essentially, Netlogix is a digital freight platform that unlocks efficiencies for our customers by harnessing the power of advanced technology,” Claire says.
Addressing the cost of fragmentation
A key hurdle for many supply chain teams is the operational drag caused by juggling multiple carriers, platforms, invoices and service teams. This fragmentation makes it difficult to gain a clear view of freight performance or spot inefficiencies early, often resulting in unplanned costs, inconsistent reporting and limited operational control. Claire says fragmented carrier networks frequently drive cost blowouts and create unnecessary layers of complexity.
“There’s a lack of control around cost and a layer of complexity when it comes to fragmented carriers having limited visibility and reporting,” she says.
These gaps in visibility force many logistics managers into reactive decision-making because they
struggle to access accurate, real-time data. Claire notes this challenge is widespread across the industry, where teams are routinely required to make decisions without complete or timely information. Often, decisions are reactive due to the lack of transparency around data.
These pressures reflect broader market challenges, with analysis from Inside FMCG highlighting the rising demand for faster, more agile and more digitally interconnected logistics models to keep pace with modern retail and FMCG requirements.
A consultative approach to network design
Netlogix’ approach is to design a network solution that can solve the key pain points and future proof the domestic supply chain. Netlogix works with shippers through a structured discovery process focused on designing a network solution based on shipper operational footprint, freight profile and network bottlenecks
“We take very much a consultative approach,” Claire says. “Our discovery process is to identify inefficiencies within the current operating model and look for opportunities around network optimisation, including improving cost, enhancing the service experience to
reflect a shipper’s brand promise, and improving visibility across the supply chain, including safety and CoR. Our experience over the years working with some of the largest shippers in Australia shows that we have enabled our customers to streamline their logistics, reduce waste, improve service levels and visibility, and often achieve cost savings.”
This approach aligns with the industry’s growing adoption of network consolidation strategies, which recent reports suggest are becoming critical for balancing speed, cost control and sustainability commitments.
One platform, one truth
The centrepiece of the Netlogix model is its unified digital platform, which connects carriers and shippers into an interconnected environment replacing current scattered systems and processes in managing the complex supply chains with a single operational view, enabling coordinated, data-driven decisionmaking.
This centralised interface enables companies to capture each milestone of transport order. It can also deliver real-time visibility, status updates and performance metrics across every lane and carrier in the network. It also shifts supply chain teams away from reactive problem solving toward more predictive and proactive planning supported by live data and alerts.
Doing more with less
With ESG expectations increasing across retail, FMCG and manufacturing supply chains, Netlogix’s optimisationled model is helping businesses to reduce environmental impact.
“As a certified B Corp company, we work with our shipper and carrier partners on collective ESG goals to create positive outcomes, including for the communities we operate in,” Claire says. “By consolidating freight and optimising networks, we measure and reduce Scope 3 emissions, moving more with fewer trucks on the road and lowering overall emissions.”
This aligns with broader market signals. Sustainability-driven consolidation and efficiency are now
viewed as essential to long-term supply chain resilience.
Case study outcomes
Netlogix’s impact is already evident across major industrial, retail and consumer brands, which have entrusted the business to simplify their complex supply chains and drive efficiencies. Many of these organisations were previously managing fragmented multi-carrier freight networks with limited cost and service visibility, along with higher operating expenses caused by latent capacity – with trucks routinely running with unused space that added avoidable cost to their operations.
These inefficiencies extend beyond vehicle utilisation, often creating downstream issues such as inconsistent reporting, duplicated communication lines and limited visibility across the full network. For national retailers and distributors, this creates a challenging environment where decision-making is slowed and operational performance is harder to control.
“The biggest pain point is that these inefficiencies are reflected in higher costs and poor service. Customers are paying for that,” Claire says.
By redesigning carrier networks and consolidating management into a central control tower, Netlogix has helped customers remove this wasted capacity and improve overall efficiency. The centralised model also streamlines customer service by replacing multiple carrier touchpoints with one coordinated support channel.
These improvements have delivered measurable gains for customers, particularly in cost reduction and consistency across the network. Claire says the optimisation work has already produced meaningful savings for several users of the platform.
“The platform’s ability to improve freight costs significantly has been a very attractive proposition for shippers, which is important when you’re talking about sizeable logistics spend,” she says.
Service reliability has also risen as organisations gain greater control of daily operations. Strong DIFOT
performance is now a consistent outcome across optimised networks, supported by live data and proactive visibility that allows logistics teams to stay ahead of potential disruptions.
For customers managing large national store networks, real-time insights have made day-to-day operations far simpler. Teams can track freight in every state, understand emerging issues quickly, and plan more effectively throughout the day to deliver better service experience to our customer.
“It’s helped make our customers’ day-to-day life a lot easier because they have access to that control tower view updated live. They can see exactly what’s going on in their network, any given day, any state,” Claire says.
In some cases, Netlogix has designed DC-to-store delivery networks that enable earlier deliveries, helping retailers better align stock replenishment with trading hours. This allows store teams to focus on customer service rather than back-of-house tasks during peak periods.
“For one customer, we deliver prior to seven o’clock in the morning. It allows them to manage rostering and capture key trading time without having sales staff putting away stock,” Claire says.
What’s next for Netlogix
With momentum across Australia and New Zealand, Netlogix is preparing for its next phase of market expansion.
“We’ve had some absolute success across both Australia and New Zealand,” Claire says. “As we challenge traditional logistics models, we are really excited to grow the Netlogix brand into Australia and continue to grow more into the Australian sector.”
As shippers continue searching for ways to simplify logistics complexity, improve operational control and visbility and unlock cost and sustainability benefits, Netlogix’s digitally integrated and data-driven platform approach is positioning the business as a key enabler in the next chapter in digitising the freight market. ■
Automation that moves business forward
Kärcher’s KIRA B 50 supports warehouse efficiency, compliance, sustainability and consistent autonomous cleaning performance.
The KIRA B 50 uses LFP batteries for longer service life. Images: Kärcher
Innovation in transport and logistics is becoming essential for maintaining resilience, efficiency and operational consistency in a demanding global supply chain. As warehouses mature technologically and regulatory standards tighten, businesses are looking for solutions that support operational evolution rather than add complexity. Kärcher’s KIRA B 50 is one example of how advanced automation is being used to support warehouse performance, compliance and productivity.
Purpose-built innovation for a demanding industry
KIRA B 50 has been developed as an autonomous system, supported by 360degree sensors, intelligent navigation and an automated dock for refilling, draining, rinsing and recharging. This enables the unit to operate without disrupting wider warehouse activity. The hardware and software are produced in-house, allowing Kärcher to maintain system integration and operational reliability. For facilities managing high throughput, safety requirements and consistency targets, these design factors can offer practical advantages.
Productivity,
performance and compliance in one
system
At DB Schenker’s Stuttgart Airport facility, the introduction of the KIRA B 50 reduced daily cleaning from 90 minutes to 15, freeing staff to focus on core logistics tasks while resolving persistent issues such as fine dust and tyre abrasion marks that affected both air quality and goods.
At Healthcare Logistics in New Zealand, the robot has increased cleaning frequency by 150 per cent across its 13,000 m2 warehouse without adding labour or disrupting workflows. The robot autonomously launches each day, completes its full cleaning cycle and returns to dock without human intervention, creating a facility that remains consistently clean, compliant and audit ready. This reliability is crucial in regulated environments handling pharmaceuticals, medical devices, vaccines and controlled substances. KIRA B 50’s digital
reporting, featuring automated logs, map-based racking and time-verified cleaning records, removes the burden of manual documentation and strengthens audit confidence. For logistics providers subject to frequent inspections, this transparency can be an advantage.
Sustainable technology that delivers real results
KIRA B 50 forms part of Kärcher’s broader sustainability efforts, recognised through the company’s 2025 German Sustainability Award. The robot uses lithium iron phosphate batteries, which offer long service life. Speed-dependent water dosing and an integrated DOSE detergent system support controlled resource use, while consumption data available through the KIRA Web Portal enables operators to review water, power and detergent usage for ongoing optimisation. For logistics businesses facing emissionsreduction and environmental reporting expectations, these features provide operational data that can inform longterm planning.
Technology that elevates people, not replaces them
One of the strongest indicators of successful innovation is how it is received by the people who rely on it daily. Feedback from DB Schenker and Healthcare Logistics suggests that initial staff uncertainty gave way to routine use as the robot demonstrated
consistency in daily operation. In some cases, the system has helped teams become more familiar with automation more broadly, supporting a gradual shift toward digitally assisted workflows. This type of adoption reflects how robotics can be integrated into facilities in a way that complements existing roles and responsibilities.
A partner for the future of logistics
For logistics organisations, KIRA B 50 represents a practical application of autonomous cleaning technology that supports operational efficiency, documentation requirements and sustainability objectives. Combined with predictable operating costs and financing options, Kärcher provides a system aimed at supporting warehouses as they continue to evolve technologically. As the sector adapts to new regulatory, environmental and productivity expectations, solutions that improve consistency, support compliance and reduce manual burden are becoming increasingly relevant.
KIRA B 50 reflects this approach, demonstrating how innovation can support consistent and scalable operational improvements. Kärcher aims to provide solutions that help make operations cleaner, safer and more efficient over time. ■
Discover how Kärcher is shaping the future of smart, sustainable logistics at karcher.com.au
90 minutes to 15.
The KIRA B 50 can cut daily cleaning from
September 2026
EXHIBIT IN 2026. BE SEEN. BE HEARD. BE CHOSEN.
DHL opens advanced life sciences and healthcare logistics hub
DHL Supply Chain has unveiled a life sciences and healthcare facility in Auckland, integrating automation, sustainability, and end-to-end distribution capability to future-proof New Zealand’s medical supply chain.
HL Supply Chain New Zealand has officially opened its most Healthcare (LSHC) logistics facility at Te Kapua Drive in Auckland, marking a major step in the country’s health logistics infrastructure.
The $81 million (NZ$90 million / €40 million) investment includes $9 million dedicated to automation technology featuring 41 Geek+ robots – the largest deployment of its kind by a New Zealand third-party logistics provider. The 14,100-square-
metre facility expands DHL’s total health logistics capacity in New Zealand by 20 per cent, providing the backbone for faster and more resilient pharmaceutical distribution.
Designed to meet rising demand across the life sciences and healthcare sectors, the Te Kapua site enables new direct-to-patient and directto-pharmacy distribution models. This innovation allows DHL to deliver medicines and healthcare products nationwide – including to remote regions – with the highest
levels of safety, quality control, and traceability.
“The Te Kapua site future-proofs our ability to efficiently, safely, and sustainably distribute critical and lifesaving pharmaceutical and healthcare products to patients and consumers throughout New Zealand,” says Javier Bilbao, CEO of DHL Supply Chain Asia Pacific.
Integrating automation for precision and efficiency
At the heart of the new facility is
Automated retrieval at DHL’s Te Kapua health logistics facility. Images: DHL
a comprehensive automation suite underpinned by Goods-to-Person technology. Forty-one Geek+ autonomous mobile robots (AMRs) streamline warehouse workflows, moving goods to human operators and reducing the need for manual handling.
The system, installed by local automation integrator, supports
Very Narrow Aisle (VNA) pallet storage and retrieval, maximising throughput and space efficiency. Automate-X also trained DHL’s in-house team to manage the calibration and maintenance of the robots, ensuring the system’s longterm performance and adaptability.
This automation is designed not only to improve accuracy and speed
but also to reduce repetitive physical tasks. By supporting heavy lifting and complex picking operations, the AMRs help lower manual handling risks and increase overall warehouse safety.
“The advanced automation expedites the delivery of medicines and healthcare products nationwide,” Javier adds. “It enables faster fulfilment and new models of distribution that bring
life-saving treatments closer to those who need them most.”
Expanding capability and workforce skills
The facility is operated under the umbrella of DHL Health Logistics, the company’s integrated network that manages end-to-end healthcare supply chains globally. Around 80
staff are based at Te Kapua, including New Zealand’s largest health logistics Quality Assurance team.
Beyond traditional warehousing skills, the facility is fostering a workforce fluent in data analysis, mechatronics, and robotics – key disciplines supporting DHL’s long-term digital transformation strategy.
Matt Casbolt, Managing Director of DHL Supply Chain New Zealand, says the new site reflects both local demand and the changing nature of healthcare delivery.
“Advanced health logistics are critical for improving healthcare outcomes for New Zealand’s growing population and addressing the sophisticated care needs of our aging community,” Casbolt says. “At Te Kapua, we are developing highly customised warehousing capacity, and building new skills in robotics and quality assurance, strengthening our ability to support customers throughout New Zealand and the Pacific Islands.”
The site’s flexibility allows DHL to serve multiple healthcare verticals – from natural medication and biotechnology to veterinary products, medical devices, and consumer health – with precise environmental controls and regulatory compliance.
Smart sustainability by design
Sustainability forms a core part of the Te Kapua facility’s design. The building has achieved a Five Green Star rating, incorporating renewable energy systems and circular resource management to reduce its environmental footprint.
Powered entirely by renewable electricity through Renewable Energy Certificates, the site uses LED lighting with intelligent control systems, smart energy metering, and cool roofing to improve energy efficiency. A rainwater reuse system supports non-potable water requirements, while high-performance HVAC systems ensure temperature stability with minimal energy loss.
Inside, there are 12,000 temperature-controlled pallet storage spaces, including dedicated zones
maintaining environments between 2°C and 8°C and down to -30°C. An adjoining 2°C–8°C antechamber allows for the preparation and packing of temperature-sensitive products, minimising the risk of temperature excursions.
The facility also provides dangerous goods storage and a specialist packaging room for licensed secondary repackaging of life sciences and healthcare products. DHL’s proprietary Cool Green Cell packaging – a reusable, eco-friendly insulation system – further supports spoilfree transportation of temperaturecontrolled goods.
Te Kapua’s opening forms part of DHL Group’s broader A$825 million (€500 million) regional investment to enhance its Asia Pacific life sciences and healthcare logistics network by 2030.
Across the region, DHL has recently launched similar advanced facilities in Singapore, Malaysia, India, and South Korea, creating a connected network designed to provide seamless, compliant, and responsive healthcare supply chains.
Javier says this expansion is central to DHL’s Strategy 2030, which aims to connect every stage of the healthcare value chain through an integrated, in-house managed model.
“This highly innovative facility supports our Strategy 2030, which aims to better connect and integrate healthcare supply chains through a fully in-house managed, endto-end supply chain model,” Javier says. “This reflects what DHL Health Logistics truly stands for – not just a brand promise, but a fully integrated service that connects every step along the value chain, in New Zealand, across Asia Pacific, and around the world.”
As the country’s healthcare needs continue to evolve, DHL’s new Auckland hub positions New Zealand as an important link in the company’s regional logistics network – and signals a new era of efficiency, capability, and sustainability in the delivery of critical healthcare products. ■
DHL’s new life sciences and healthcare logistics facility at Te Kapua Drive, Auckland.
Freespace Operations redefines heavy-lift drones for industry
From defence research to commercial innovation, Freespace Operations is transforming the limits of drone payloads through engineering ingenuity and practical design.
When Ken King co-founded Freespace Operations in 2019 with fellow engineer Leonard Hall, the pair set out to bridge a glaring gap in the market. They believed drones could do far more than take pictures or deliver parcels – they could perform serious industrial work in tough, remote conditions.
The goal was to create aircraft that offered the lifting power and reliability of a helicopter, combined with the portability, safety, and lower cost of a drone. That vision would go on to define Freespace Operations’ philosophy from its earliest project.
“We started in 2019, and the company remains privately owned and profitable,” Ken says. “Before that, Leonard and I had worked together building aircraft for other companies, one of which became the precursor to our flagship Callisto 50 aircraft.”
The original aircraft concept was developed for the Royal Australian Air Force in partnership with the Defence Science and Technology Group (DSTG) under Plan Jericho. It was designed to carry a sophisticated LIDAR sensor capable of mapping underwater terrain with extreme precision.
That experience laid the groundwork for what would become the Callisto 50 platform. The aircraft’s early deployments – such as over an oil refinery in South Australia and the Kilsby Sinkhole – demonstrated its ability to carry high-value payloads and deliver reliable data in challenging environments.
“It was built as a scientific research platform for carrying this priceless LIDAR above water,” Ken says. “The sensor could see up to 70 metres underwater, and after those trials we knew we’d caught fire with something special – so we decided to commercialise it.”
From research to production
The success of those research flights pushed Freespace Operations to evolve the Callisto 50 from a bespoke prototype into a production-grade aircraft. Every component – frame, flight software, power system, and payload mount – was engineered
in-house and tested to commercial standards.
Today, the Callisto 50 sits at the centre of Freespace’s mediumcategory fleet, each aircraft certified for commercial use by CASA. The company’s focus has shifted from experimentation to scalable, repeatable manufacturing.
“We tested, built and designed it ourselves, got it signed off for commercial use, and then turned it into a production-based platform,” Ken says.
Although the company continues to deliver aircraft to the Commonwealth – 29 projects to date – its long-term focus is now firmly on commercial and industrial applications. The defence contracts helped Freespace Operations prove the reliability and performance of its Callisto platform in rigorous environments, but Ken sees much larger opportunities in civilian industry.
He explains that sectors such as mining, energy, utilities, and infrastructure stand to gain far more from drone technology than defence, particularly as organisations seek safer and more automated ways to handle heavy or repetitive work. These are the fields, he says, where drones can achieve the greatest return on investment and societal benefit.
“Defence tends to suck up all the oxygen in the drone world, but that’s just one of our focuses,” he says. “We see defence becoming only part of our work – we see a big growth area for us in enterprise and industrial use.”
Both Ken and Leonard are engineers by trade, and that DNA is evident in every design decision the company makes. Freespace Operations builds for durability, serviceability, and safety in the world’s harshest conditions.
The company’s guiding philosophy centres on what Ken calls the “four D’s” of modern engineering – dull, dirty, dangerous, and distant tasks. He believes drones are uniquely positioned to take humans out of environments that are costly, inefficient, or unsafe.
“There’s a big need for drones in the engineering space,” he says. “You’re out in remote areas doing dangerous or
The Callisto 50 can operate in tandem with up to seven drones. Images: Freespace Operations
repetitive work in bad weather – taking the human out of the loop reduces risk and increases efficiency.”
The Callisto 50 was purpose-built for those scenarios. With a standard payload capacity of 26 kilograms and a flight range of five to ten kilometres, it performs survey, inspection, and logistics missions in areas that vehicles or personnel can’t easily access.
The aircraft can be deployed from almost anywhere, and with just two trained operators it can perform automated lift, delivery, or datagathering missions within minutes.
“We have small-helicopter performance out of the back of a van,” Ken says. “It can carry critical supplies, deliver samples from pits, or move documents across mine sites – 100 metres down and back again in under a minute.”
Disrupting first- and last-mile logistics
Freespace’s technology directly targets the first- and last-mile of logistics – the most expensive and risk-laden portions of any supply chain. Industry
analysts estimate these legs account for 40 to 53 per cent of total logistics costs, with Australia’s last-mile delivery market alone forecast to rise from USD 3.9 billion in 2025 to nearly USD 5.7 billion by 2030.
Those costs are magnified in remote and industrial environments.
In mining, for example, equipment downtime can reach USD 180,000 per incident, while the global offshore helicopter-logistics market – often used for similar missions – is worth USD 2.7 billion annually and projected to hit USD 3.5 billion by 2033.
“Anywhere traditional vehicles or helicopters struggle, we can operate more efficiently,” Ken says. “You’re replacing hours of travel and high insurance risk with a ten-minute autonomous flight.”
By offering small-helicopter performance without the overheads, the Callisto 50 can service remote mines, solar farms, pipelines, or offshore assets with greater speed and far lower cost. Its ability to carry critical spares or inspection equipment makes it a natural fit for first- and last-mile operations within heavy industry.
For Ken, that capability defines Freespace Operations’ value proposition: bridging the gap between ground transport and crewed aircraft in the “industrial middle mile.”
“It’s perfect for remote logistics,” he says. “Moving critical parts or samples where sending a person or a helicopter is costly or unsafe is exactly what these drones are built for.”
The multi-drone breakthrough
While the Callisto 50’s individual lifting power is impressive, Freespace Operations recently achieved a world-first: enabling multiple drones to share a single payload. The breakthrough allows two, four, or even more aircraft to fly as one coordinated system.
The feat had long been demonstrated in laboratories but never executed outdoors with large, commercially rated drones. Freespace’s team developed proprietary control software that synchronises thrust and stability between aircraft in real time.
“You’ll find research papers showing small drones flying in formation indoors,” Ken says. “But those rely on
millimetre-precise tracking systems –you don’t have that luxury outdoors.”
By pairing or grouping aircraft, the company can double or quadruple payload capacity while staying within CASA’s medium-category weight limits. Each drone has a maximum take-off weight of 52 kilograms, meaning four units can lift more than 200 kilograms of total mass.
This modular approach avoids the complexity and certification burden of building a single massive drone while still achieving comparable results. It’s a flexible, scalable system that leverages existing approvals and manufacturing lines.
“Building a single 200-kilogram aircraft would be commercially unviable,” Ken says. “By linking smaller certified units together, we can deliver the same result while remaining compliant.”
Flexible lift without limits
In theory, there’s no upper limit to the number of drones that can be synchronised, though practical considerations soon emerge. Aerodynamics, geometry, and setup
time make six- or seven-drone configurations the most efficient.
That still translates to roughly 150 kilograms of usable payload, putting the system squarely in helicopter territory. For operators, the ability to add or remove drones as needed makes each fleet inherently adaptable to the job at hand.
“Mathematically there’s no ceiling,” Ken says. “But beyond a hexagonal or heptagonal setup, battery and space constraints make it less practical.”
Each Callisto 50 remains a valuable workhorse on its own yet can be teamed with others when extra lift is required. It’s a scalable concept that lets customers expand capacity without new certification or capital expenditure.
“You don’t have to wait for some mythical 200-kilo drone,” Ken says. “You can connect the ones you already have and get the result immediately.”
Reducing cost and risk
Interest in the system has surged across government and private sectors seeking safer alternatives to helicopter operations. The platform eliminates what pilots call the “dead man’s curve” – the risky low-altitude flight zone where engine failure can be fatal.
Ken says the technology brings a clear safety dividend. It also introduces new efficiencies by removing pilot rosters, fuel costs, and maintenance schedules from the equation.
“We’re proud to be taking helicoptergrade payloads out of that danger zone,” he says. “Our drones are inherently suited to low-altitude, lowspeed work, which makes them far safer.”
The ability to carry sensor payloads valued between AUD 250,000 and AUD 1 million without endangering human life has already caught the attention of resource companies and engineering firms. For many, safety and insurance savings are just as important as performance.
“Being able to carry 10-, 15- or 20-kilogram sensors worth hundreds of thousands of dollars without risking human life is an incredible step forward,” Ken says.
While the company’s focus is currently on open-air industrial sites, its technology could eventually migrate indoors. Ken notes that the aircraft’s navigation system could be adapted from GPS to a localised reference network if warehouse applications demand it.
That flexibility reflects Freespace Operations’ core approach: to design technology that solves real-world problems rather than chase speculative trends. The team continues to refine its fleet and explore new use cases across logistics, inspection, and datagathering.
“Our primary reference is GPS,” he says. “But if customers need indoor operations, we could integrate a different localise – the drone doesn’t care where its data comes from.”
“We’ve always built for real-world conditions,” he says. “That’s what makes our aircraft reliable and useful – we’re not chasing hype; we’re solving problems.”
The future of industrial logistics
By combining scalability, payload capacity, and safety, Freespace Operations is defining a new logistics category that sits between ground transport and crewed aircraft. The technology promises to reshape the economics of short-range freight and site-to-site delivery in heavy industry. Ken says it’s about bringing industrial logistics into a new era of automation.
“The world is screaming out for larger drones, and they just haven’t been available until now,” he says. “We’re building the tools that make heavy-lift aerial logistics practical.”
From its origins in defence research to its commercial breakthrough in multi-drone coordination, Freespace Operations exemplifies Australia’s growing influence in advanced manufacturing. Its story is one of pragmatic innovation, grounded in engineering and driven by necessity.
“If a drone crashes, it’s bad news for your insurance company,” Ken says with a smile. “But there’s no loss of human life ¬– and that’s what makes this technology so powerful.” ■
Left to right: Co-Founders Ken King and Leonard Hall.
Solving Australia’s biggest bulk handling challenges at BULK2026
From mining and agriculture to ports and manufacturing, Australia’s bulk handling industry is facing unprecedented change. BULK2026 will bring the sector together to tackle challenges, share innovation,
For an industry that moves mountains of material every week – grain, ore, cement, fertiliser, sand, and powders – the pressures of 2025 have created both constraint and opportunity.
Across mining, agriculture, ports, and construction, Australia’s bulk solids handling sector continues to be the backbone of national industry, keeping raw materials flowing through the supply chain. Yet operators are contending with mounting headwinds – rising input costs, tighter safety and environmental rules, port congestion, and the accelerating march of automation and artificial intelligence.
At the same time, sustained infrastructure investment and the next generation of bulk terminals signal long-term optimism. Upgrades are taking place nationwide, with operators improving throughput capacity, modernising silos and conveyors, and embracing energy-efficient systems.
It’s within this dynamic landscape that the Bulk Handling Technical Conference and Expo (BULK2026) will take place on 16–17 September 2026 at the Melbourne Convention and Exhibition Centre –uniting engineers, operators, researchers, and decision-makers from across the bulk handling spectrum to collaborate, learn, and connect.
A platform for progress
Under the banner of Infrastructure investment and supply chain resilience, the BULK2026 technical program will explore scalable, sustainable solutions designed to enhance the reliability and efficiency of bulk material movement.
The conference will highlight
technologies and strategies that reinforce Australia’s infrastructure pipeline and sovereign capability –from mine to port, farm to factory. Delegates will gain insights into the latest research and applied engineering shaping the nation’s bulk handling future.
“From flow challenges to dust control, every part of the supply chain is evolving,” says Prime Creative Media Marketing Coordinator – Events, Tiarna Condren. “The industry’s next big breakthroughs will come from collaboration, and BULK2026 is where that collaboration begins.”
Sessions on Sustainable operations and emissions reduction will showcase clean technologies and low-emission plant design, exploring how energyefficient drives, advanced dust control systems, and optimised material flow are helping operators meet national net-zero targets.
In Innovation in automation and
digitalisation, the spotlight will fall on intelligent systems – including robotics, digital twins, IIoT platforms, and predictive maintenance tools that are reshaping plant performance and safety.
Meanwhile, the Food security and agricultural productivity stream will explore technologies driving resilience across Australia’s grain, fertiliser, and feed supply chains – helping operators lift quality, reduce loss, and maintain efficiency through peak seasons.
A key focus on Skills development and workforce safety will address how the sector can attract, train, and retain talent amid rapid technological change, with sessions developed in partnership with leading universities and training providers.
An industry united
Australia’s bulk handling industry may be vast and diverse, but its core challenges are shared. Whether handling coal, grain, or aggregate,
The two-day expo is set to unite bulk handling specialists. Images: Prime Creative Media
operators depend on reliable, efficient systems – conveyors, hoppers, silos, drives, and weighing systems – to keep materials moving and the economy powering forward.
“BULK2026 is designed to give suppliers direct access to the industry’s most influential decision-makers,” says Siobhan Rocks, General Manager – Events at Prime Creative Media. “It’s about forging connections that lead to real business opportunities. This, coupled with our technical conference, will leave attendees with real-world knowledge they can apply to boost safety, efficiency, and performance in their operations.”
The event’s exhibition floor will be a showcase of the latest equipment and innovations – from dust control and flow management systems to container tipplers, shiploaders, and motors. Exhibitors will engage directly with engineers, operators, and procurement professionals actively seeking solutions to shared challenges.
Past exhibitors have reported clear returns on investment, with quality leads translating into follow-up meetings, new contracts, and lasting commercial relationships. The event attracts a highly targeted audience of motivated buyers, making it a cornerstone opportunity for suppliers in the bulk handling value chain.
Connecting research with reality
One of BULK2026’s defining features
is its technical depth. Curated by the Australian Society for Bulk Solids Handling (ASBSH), the conference program bridges academic research with industry application, tackling the mechanics that underpin every aspect of bulk materials handling.
Key themes include the flow properties and behaviour of bulk materials, the design and optimisation of bins, hoppers, and storage systems, as well as the latest developments in pneumatic and mechanical conveying. Topics such as wear management, process optimisation, and advanced simulation modelling will feature prominently, supported by real-world case studies from sectors including mining, agriculture, ports, and manufacturing.
This balance of theory and field experience ensures delegates leave with insights they can immediately apply to their own operations – improving safety, reliability, and performance across plant systems.
Building resilience and readiness
The Australian bulk handling industry is adapting to a period of transformation. Recent bumper harvests have kept terminal operators and grain handlers working at capacity, while global shipping constraints have intensified pressure across landside logistics. Operators have responded with tactical measures such as mobile shiploaders and expanded
berth handling to reduce queues and maintain export flow.
As these pressures persist, the emphasis is shifting toward long-term solutions – automation, predictive maintenance, data-driven operations, and sustainability initiatives that strengthen supply chain resilience. BULK2026 provides the forum to share those strategies and see them in action.
The event’s Networking and celebration program will offer a range of opportunities for collaboration, including the Australian Bulk Handling Awards – the nation’s only dedicated awards program recognising excellence, innovation, and leadership in the field.
“Despite the pressures of cost, compliance, and capacity, the industry continues to innovate,” Condren adds. “BULK2026 isn’t just a showcase – it’s a springboard for that innovation. It’s where knowledge meets opportunity.”
Why attend BULK2026
• T wo full days of conference sessions, workshops, and technical presentations curated by ASBSH.
• E xhibition showcase featuring the latest in conveyors, drives, hoppers, silos, weighing systems, motors, and dust control technologies.
• Networking events connecting engineers, operators, and executives from across mining, agriculture, ports, and manufacturing.
• Australian Bulk Handling Awards, celebrating excellence and innovation across the sector.
Join the movement
In an industry under growing pressure to cut emissions, control dust, improve flow, and boost reliability, BULK2026 offers a rare opportunity to align expertise, equipment, and opportunity under one roof.
It’s where ideas are tested, solutions are found, and introductions turn into contracts. Don’t miss your chance to be part of Australia’s only event dedicated to the bulk handling sector. ■
BULK2026 – 16–17 September 2026, Melbourne Convention and Exhibition Centre.
BULK2026 is set to be a national forum for bulk handling innovation.
Charting the future of freight and logistics at MegaTrans 2026
Australia’s premier freight and logistics event returns in 2026, uniting the country’s transport, warehousing, and supply-chain leaders for two days of insight.
Australia’s freight and logistics industry is in the midst of rapid transformation.
With domestic freight demand projected to grow by 26 per cent – an increase in value of more than $30 billion by 2050 – operators across every sector are re-thinking how goods move through the nation’s ports, roads, rail lines, and distribution networks
As growth accelerates, so too does the urgency to decarbonise operations, embrace automation, and strengthen resilience against disruption. These themes will take centre stage when MegaTrans 2026 opens its doors on 16–17 September 2026 at the Melbourne Convention & Exhibition Centre, co-located with BULK 2026 to create the largest integrated freight, logistics, and bulk-handling showcase in the southern hemisphere.
A hub for collaboration and growth
MegaTrans 2026 is designed to do more than exhibit technology – it’s a place where business, policy, and innovation intersect.
The two-day conference and exhibition will unite operators, suppliers, technology providers, and policymakers to exchange ideas, solve shared challenges, and identify new opportunities shaping Australia’s evolving supply-chain landscape.
“MegaTrans brings together parts of the industry that rarely meet in one setting,” says Siobhan Rocks, General Manager – Events at Prime Creative Media.
“It’s where collaboration fuels progress, and where the next generation of logistics solutions are launched.”
For exhibitors, the event provides access to decision-makers that matter most: in 2024, nearly half of attendees were fleet managers, while 29 per cent were warehouse and DC operators – the professionals steering procurement, technology, and sustainability strategies across Australia’s logistics ecosystem.
Major names join the 2026 line-up Industry leaders Toll Group and Amazon
the Operator Hub, reflecting the event’s growing influence as a forum for strategic dialogue.
The Operator Hub is where Australia’s transport and logistics operators take centre stage. Designed as a dedicated space for fleet managers, transport companies, and owner-operators, the hub showcases the people and businesses that keep freight moving across the country.
Conference themes: powering the next decade of logistics
The MegaTrans 2026 Conference will unpack the trends redefining freight and logistics. Each session combines practical case studies with forwardlooking discussion on topics that matter most to operators today.
Key pillars include:
• Transitioning fleets to cleaner energy – case studies in renewable fuels, electric and hydrogen trucks, and large-scale decarbonisation projects.
• Harnessing automation, robotics, and AI – strategies for deploying and scaling intelligent systems that improve safety and productivity.
• Designing future-ready facilities –new approaches to distribution-centre location, layout, and sustainability.
• Building resilient, cyber-secure networks – strengthening data protection and supply-chain integrity amid digital transformation.
• Developing tomorrow’s workforce –addressing staff shortages and skills pathways for the age of Industry 5.0
Day One: Energy, automation, and innovation
The opening day begins with Opening Remarks at 10:00 am, setting the
MegaTrans enables exhibitors and attendees to connect.
Images: Prime Creative Media
tone for a packed schedule that spans decarbonisation, automation, and retail transformation.
In “Beyond Diesel: The Best Way Forward,” industry specialists examine the accelerating shift to low-emission fleets – spotlighting electric-truck projects and early lessons from national decarbonisation initiatives.
“Robots and People” follows, exploring how human expertise and advanced robotics can coexist to create safer, more efficient fulfilment operations.
Sessions such as “Automate All Avenues: Driving All Modes Forward” highlight the multi-modal nature of logistics, with leaders from aviation, shipping, road, and rail discussing how automation and analytics are transforming efficiency across networks.
In “Powering the Supply Chain,” sustainability steps into focus –presenting strategies for achieving 100 per cent renewable energy across operations.
“Future-Proofing Retail” provides practical guidance on managing -scale site transitions and adopting new technologies without disrupting customer service or workforce wellbeing.
The afternoon sessions delve into commercial strategy. “Seal the Deal: Top Tips to Secure Logistics Contracts” uncovers how fleets can differentiate themselves in competitive tender processes, while “Reinvigorating Mid-Tier Logistics” turns the spotlight on small-to-medium operators navigating tight margins and long payment cycles.
Closing the day, “Future Fleets: Best Ways to Finance Fleets” and “Scaling Warehouse Tech Across Networks” offer insights into financing innovation and expanding automation from pilot projects to full-network deployment –vital themes for organisations seeking long-term ROI and cultural readiness.
Day Two: From risk to resilience Day Two opens with an address that shifts attention to risk management and operational resilience. “From Risk to Resilience: The Latest Transport Technology” explores the convergence of telematics, safety systems, and predictive analytics in fleet operations.
Staff Shortages,” where panellists outline best-practice approaches to attracting and retaining skilled staff in a competitive labour market.
Safety remains a defining theme of the event. “Safer by Design: Protecting People in Automated Warehouses” examines ergonomic design, wearables, and human-robot collaboration strategies that protect workers and support long-term retention as automation scales.
Technology and design intersect in “Warehousing in the Era of Industry 5.0,” exploring how AI, digitalisation, and human-centric design can deliver smarter, more sustainable, and adaptive operations to a business.
Cold-chain specialists will share their expertise in “Keeping it Cool: Inside the Evolution of Cold Chain Logistics,” unpacking sustainable refrigeration, electric transport, and integrated monitoring systems.
Location strategy also comes under the microscope in “Location, Location, Location: Establishing DCs for the Future,” providing insights into site selection, fit-outs, and the spatial planning required to meet tomorrow’s freight demands.
Digital risk closes the technology stream. “Defending Digital: Cybersecurity in the Supply Chain” focuses on safeguarding data and automation systems against rising cyber threats, while “Reskilling for Digital Warehousing” concludes the conference with practical pathways for upskilling staff to operate and maintain next-generation warehouse systems.
Sustainability and digital transformation sit at the heart of MegaTrans 2026’s exhibition. Attendees will experience solutions that reduce emissions, improve fuel efficiency, and enhance transparency across the supply chain. Attendees can expect to see innovations in electric mobility, hydrogen infrastructure, energyefficient warehousing, and circulareconomy practices, alongside advanced transport-management systems and warehouse-orchestration software. All of these innovations will demonstrate how digitalisation removes friction and improves oversight in a businesses bottom line.
The co-location with BULK 2026 expands this conversation further – offering a deep dive into the engineering and material-handling technologies powering Australia’s ports, terminals, and processing facilities.
Where ideas become partnerships
Beyond the exhibition and conference sessions, MegaTrans 2026 will feature networking events, designed to connect innovators, investors, and operators.
For exhibitors, these engagements often translate into tangible outcomes –partnerships, pilot projects, and longterm commercial relationships.
Ultimately, MegaTrans 2026 is where the Australian logistics industry gathers to chart its future. It’s where ideas are tested, solutions are shared, and connections become catalysts for growth. ■
MegaTrans 2026 – 16–17 September 2026, Melbourne Convention & Exhibition Centre.
MegaTrans 2026 opens its doors to tackle sustainability in logistics.
Leasing and sales momentum across Melbourne, Sydney, and Mackay
Major sales and leases across Melbourne, Sydney, and Mackay demonstrate sustained strength in Australia’s industrial property market, with investors and occupiers competing for well-located logistics sites.
Aseries of major industrial property transactions across Melbourne, Sydney, and Mackay have highlighted the ongoing strength of Australia’s industrial real estate market, with record sales, largescale leasing activity, and regional investment driving demand across the eastern seaboard.
A newly completed 17,345-squaremetre warehouse at Broadmeadows Logistics Estate in Melbourne’s north has been leased to Reliance Worldwide Corporation (RWC) in one of the region’s largest industrial leasing transactions this year.
The facility, located at 120 Northcorp Boulevard, forms part of a wider, brand-new industrial development of four speculatively constructed, superprime-grade warehouses completed in mid-2025. It features multiple on-grade and recessed loading docks, a superawning for all-weather loading, 13.7metre internal clearance, and corporate
first-floor office accommodation.
The long-term lease will see RWC consolidate operations from two neighbouring warehouses into one purpose-built site. The company, founded in Australia in 1949, is a global manufacturer of water flow and control products used in plumbing and heating systems. It operates across the Americas, Asia-Pacific, and EMEA under leading brands such as SharkBite, JG Speedfit, Reliance Valves, and Holman.
Knight Frank Partner Thomas Dodd and Associate Director Daniel De Sanctis negotiated the deal on behalf of the landlord, ESR.
Thomas says the leasing deal reflected the growing demand for well-located, prime-grade facilities that provide efficiencies for warehousing and distribution.
“This deal was the first major
leasing transaction for ESR within their Spec 1 development within the Broadmeadows Logistics Estate, and the second-largest speculative transaction in Melbourne’s north so far this year,” Thomas says.
Daniel says the property leased by RWC was in a landmark location in the heart of Melbourne’s northern industrial market with outstanding connectivity to major infrastructure, including the soon-to-be-completed North East Link.
“It’s accessible to existing major road networks including the Metropolitan Ring Road, Hume Highway, Hume and Tullamarine Freeways, and the Calder Highway, as well as upcoming state and federal government infrastructure projects,” Daniel says.
The site’s position nine kilometres from Melbourne Airport and 15 kilometres from the Port of Melbourne provides RWC with convenient access to freight and distribution corridors across the eastern seaboard. Other prominent tenants in the surrounding area include Nestlé, GPC, and Allied Express, further establishing Broadmeadows as a major logistics hub for Melbourne’s north.
Sydney: Record sale achieved in Eastern Creek
In Sydney, an industrial property in Eastern Creek has sold for $13.325 million, achieving a record rate of
$6,312 per square metre for the suburb.
The property at 2 Clay Place consists of a 2,111-square-metre freestanding warehouse surrounded by concrete hardstand on a 5,423-square-metre site, located around 35 kilometres west of the Sydney CBD.
The site is currently leased to PremiAir Pty Ltd, an equipment solutions hire specialist providing diesel and electric air compressors, dryers and filtration systems, silenced generators, lighting towers, traffic management equipment, and sustainable event solutions.
The deal was negotiated by Knight Frank Partner Matt Chambers and Associate Director Orlando Maciel, in conjunction with Peter Pazios of Coutts, acting on behalf of the vendor.
Features of the warehouse include four roller shutter doors, clearance ranging from eight to 8.85 metres, full concrete-panel clear-span construction, and drive-around access with multiple awnings for all-weather loading.
Matt says a highly competitive five-week Expressions of Interest campaign attracted genuine interest from more than 80 buyer groups and representatives.
“The interest was evenly split between owner-occupiers and investors, culminating in a suburb record sale,” Matt says.
“This reflects the ongoing strength and confidence in the market, as well
The record $35m Northcorp Boulevard industrial site in Mackay.
The $13 million industrial site in Eastern Creek, leased to PremiAir Pty Ltd.
as the demand for quality industrial assets within Western Sydney.”
Orlando says the industrial facility was in a prime location within Eastern Creek, which is widely regarded as the leading logistics hub on Australia’s eastern seaboard.
“The occupancy rate in Eastern Creek is more than 92 per cent, with the suburb highly sought after by tenants and owner-occupiers,” Orlando says.
“This is a landmark Eastern Creek site with strong visibility and signage exposure to Wallgrove Road and the M7 Motorway. It is highly accessible, with direct access to the M7 and M4 Motorways and connections to all major arterial roads.”
The sale highlights continued competition for quality assets in Western Sydney’s tightly held industrial corridor, with investors and owner-occupiers pursuing properties that offer strong accessibility and long-term leasing security.
Mackay: $35 million sale sets regional benchmark
In Queensland, two major industrial assets in Mackay’s Paget precinct have sold for a combined $35 million, marking what is believed to be the city’s largest industrial transaction in the past three years.
The properties, located at 25 John Vella Drive and 56 Maggiolo Drive, were acquired off-market by Baron Vanilla Management from Sentinel Property Group.
The deal was negotiated by Knight Frank Director Deniz Mete, with Peter Melling of Melling Commercial introducing the buyer.
The acquisition marks Baron Vanilla’s first purchase in the Mackay region, increasing the company’s assets under management to more than $300 million.
The property at 25 John Vella Drive spans 3.65 hectares and includes 8,407 square metres of gross floor area leased to Team Global Express (formerly Toll), one of Australia’s
leading logistics providers.
The 56 Maggiolo Drive property comprises a 3,218-square-metre facility on a 9,538-square-metre site, leased to FLSmidth & Co., a multinational engineering company listed on the Nasdaq Copenhagen Exchange.
Deniz says the sale underscored the continued strength of Mackay’s industrial market and the growing confidence of investors in the region.
“This deal highlights the resilience of the local market, where we’re seeing increasing interest from investors nationwide,” Deniz says.
“Industrial remains the standout performer in the commercial property sector, and Mackay is no exception.”
Baron Vanilla Director, Miles Ashton, says the company selected the properties due to the strength of their lease covenants, the quality of the improvements, and their location within Mackay’s premier industrial precinct.
“All were acquired at well below
The Broadmeadows facility is amongst the regions largest industrial leasings this year.
replacement cost,” Miles says.
The two facilities, each leased to major logistics and engineering operators, illustrate the stability and appeal of Mackay’s industrial market, which currently has a zero per cent vacancy rate for buildings 2,000 square metres or larger.
The sale also reflects the growing role of regional markets in attracting institutional and private investment for long-term industrial holdings.
Ballarat: New industrial land released in BWEZ precincts
Two additional precincts of industrial land have been released for sale in the Ballarat West Employment Zone (BWEZ), adding 36 hectares of new supply to the regional market.
The release includes 14.84 hectares at the Gateway site and 21.53 hectares at Stage 3A, which comprises two lots of 11.51 and 10.01 hectares respectively.
The Gateway site at 2 Liberator Drive, Mitchell Park, offers a prominent location at the entrance to BWEZ, with significant frontage and exposure to main roads for large-scale occupiers across the food, agriculture, and manufacturing sectors.
Stage 3A, located on Blind Creek
The parcels of land are being marketed via an Expressions of Interest campaign led by Knight Frank in partnership with Development Victoria.
The new release follows the success of Stage 2, which totalled 8.7 hectares and is now under offer or contract, while all lots in Stages 1 and 1B have been sold.
BWEZ was established in 2015 as a $30 million joint initiative between the Victorian Government and the City of Ballarat to support the region’s longterm economic growth. Since then, the State Government has invested a further $45 million to unlock additional industrial land across the 438-hectare precinct.
Knight Frank’s Nathan Edgar said the new release comes amid continued strong interest from local, national, and international occupiers.
“Ballarat is one of Victoria’s largest regional cities and an expanding industrial and logistics hub, with strong road linkages, a skilled labour force, and a strong growth trajectory,” Nathan says.
“BWEZ is on the doorstep of Ballarat Airport, making it particularly attractive for logistics businesses. The latest lots will be targeted at large manufacturing or waste-to-energy groups, and we expect significant buyer demand.”
Knight Frank’s Chris Bolsin says the estate had quickly established itself as one of regional Victoria’s key industrial and logistics hubs.
“BWEZ offers fully serviced land, strong infrastructure, and excellent connectivity to major freight routes,” Chris says. “We’ve seen increased enquiry from transport, manufacturing, and sustainability-focused users who recognise the long-term efficiencies the estate provides.”
The Expressions of Interest campaign for the Gateway and Stage 3A precincts closes at 3pm AEST on 11 December 2025.
Market activity remains elevated
The four Knight Frank-led transactions and campaigns illustrate active conditions across Australia’s industrial sector, with leasing, sales, and new land supply occurring simultaneously across metropolitan and regional markets.
Each deal demonstrates continued interest from occupiers and investors in well-connected logistics corridors offering scale, accessibility, and longterm growth potential.
Vacancy levels remain tight, with competition persisting for prime industrial facilities and land sites that offer strong transport connections and development readiness. ■
The Gateway site is set to expand Ballarat‘s industrial supply. Images: Knight Frank
Australia’s logistics sector nears next tightening cycle
New research from Cushman & Wakefield shows Australia’s logistics and industrial (L&I) occupier market is set to tighten from 2026, as falling speculative supply and renewed consumer spending shift the balance of power back toward landlords.
Australia’s logistics and industrial (L&I) occupier sector is poised to enter its next tightening cycle from 2026, according to new research from Cushman & Wakefield. The firm’s Inflection Point report indicates that a pullback in the development pipeline, combined with a rebound in consumer demand, will drive lower vacancies and higher rents over the coming years.
Rebound in demand
The report highlights a turnaround in tenant activity as market fundamentals
begin to reverse after a period of uncertainty. Gross annual take-up in 2025 has already improved, with 2.9 million square metres leased so far and on track to reach 3.6 million on current estimates.
However, net absorption remains subdued at under 350,000 square metres, reflecting lingering caution among occupiers. That restraint is expected to ease as confidence returns, and demand strengthens across major industrial precincts.
Cushman & Wakefield Head of Logistics & Industrial Research, Luke
Crawford, said consumer spending is improving and beginning to flow through to logistics users. “As confidence returns, we expect this to translate into stronger demand for L&I space,” he said.
The firm’s research forecasts a large volume of lease expiries – representing around eight per cent of national total stock – will drive higher occupier activity in the next two years. Gross annual take-up is projected to reach around 3.3 million square metres in 2026 and 3.6 million square metres in
2.9m sqm of space has been leased this year. angelmaxmixam/ stock.adobe.com
2027. Net absorption is also expected to strengthen, rising to 2 million square metres in 2026 and 2.8 million square metres the following year.
“The drop in speculative supply over the next two years is expected to coincide with a pick-up in demand,” Crawford said. “We believe this will mark an inflection point, with a swing back to landlord-favourable conditions amid tightening vacancies and rising rents at a national level. However, there are select precincts where the market will be more balanced, and includes greenfield markets such as Sydney’s Outer West.”
Supply pressures to persist
Australia’s warehouse supply pipeline is being reassessed as project feasibility comes under growing pressure. Elevated construction costs, coupled with the gap between market and economic rents, have caused many developers to delay or re-scope new builds.
Cushman & Wakefield forecasts that speculative supply will decline by 46 per cent in 2026 and 2027, with approximately 900,000 square metres of planned space deferred. This slowdown reflects the economic rent threshold required to activate new projects, estimated at 10–25 per cent higher than current market levels.
“While occupiers have been cautious with their footprints, there’s now the prospect of a short window of higher space availability and incentives for those looking to adjust their requirements,” said David Hall, National Director and Head of Logistics & Industrial Brokerage at Cushman & Wakefield.
He added that the combination of rising rents and yield compression over the coming years is likely to improve project feasibility from 2027 onwards. “In the meantime, there’s a premium on flexible and data-driven strategies, particularly given conditions and opportunities continue to vary across sub-markets,” Hall said.
Vacancy and rental outlook
Cushman & Wakefield expects Australia’s national vacancy rate to peak at around 4.0 per cent in early to mid-2026 before trending lower as the supply pipeline thins. By the end of 2027, the national vacancy rate is forecast to sit closer to 2.5 per cent, tightening further to 1.8 per cent by 2030.
Lower vacancies are anticipated to support prime net face rental growth of 3.9 per cent in both 2026 and 2027, with incentives moderating as the market rebalances. Over the longer term, national rental growth is projected to average 4.8 per cent per annum through to 2030, led by the Melbourne market at approximately 5.3 per cent per annum.
The report identifies improved consumer spending as a key factor underpinning the market’s recovery. An uplift in household consumption –forecast to grow by five per cent per annum for goods over the next two years – will provide a stronger demand base for logistics occupiers and help sustain leasing momentum.
“As confidence returns, this recovery will lay the foundation for greater leasing momentum,” the report notes.
While national averages indicate tightening conditions, Cushman & Wakefield notes that not all regions will move in lockstep. The firm expects more balanced dynamics in select greenfield areas, while established markets such as Melbourne, Sydney’s Inner West, and South-East Queensland are likely to experience stronger rental growth and lower vacancies.
The report also places Australia’s performance within a global perspective, highlighting that its L&I sector remains relatively resilient compared to several international markets facing sharper slowdowns in demand.
Construction activity is expected to remain subdued until 2027. Over the 2026–2027 period, a 46 per cent fall in speculative supply is forecast compared to 2024–2025 levels, with Melbourne accounting for the largest reduction.
Current feasibility constraints are projected to persist until 2027, when rental increases and yield compression are expected to improve project viability and stimulate a new round of development.
Cushman & Wakefield’s analysis concludes that the sector is entering a phase where today’s decisions will shape long-term performance. With costs rising, supply moderating, and tenant demand regaining momentum, timing and location are more critical than ever.
The report emphasises that understanding shifting market dynamics will be essential for occupiers, developers, and investors seeking to stay ahead of the next cycle. It’s purpose is to help market participants “cut through the noise,” providing clarity on emerging risks, strengthening opportunities, and how the next cycle is likely to unfold. It adds that understanding these shifts will be key for those securing space, allocating capital, or planning developments. ■
The Supply Chain Planner’s Job
– 1-Day
Course
ASCI offers The Supply Chain Planner’s Job one-day course on 27 January, designed to strengthen practical skills in distribution, manufacturing, and
purchasing. The course equips participants to optimise inventory investment and enhance customer service, driving overall organisational profitability.
This course is tailored for professionals seeking to deepen their operational expertise and advance their careers in supply chain management. ■
On 3 February, ASCI presents Implementing MRPII/ERP Successfully, a one-day course aimed at unlocking the secrets to effective business planning and integration.
Participants will:
• L earn to distinguish between true
business integration and software installation.
• Break projects into three practical and effective implementation phases.
• Improve success rates through proven strategies and structured methodologies.
• Maximise ROI while addressing key change management challenges.
• Develop “As Is – To Be” models to streamline business processes. This program is ideal for IT Managers, MRPII Project Team Members, Supply Chain and Finance Managers, Operations Managers, and HR Leaders. ■
Certified in Planning and Inventory Management (CPIM)
ASCI’s Data Excellence for Effective ERP Systems one-day course, held on 2 December, focuses on best practices in data management and its critical influence on ERP system success. Attendees will explore the key tools of Integrated Planning and Control, learn methods for improving data accuracy in scheduling and inventory management, and receive “next practice” checklists to support data excellence initiatives. Pricing:
• A SCI Member: $995
• Non-Member: $1,395
ASCI breaks MRPII into practical building blocks. Images: ASCI
It’s a wrap for 2025
By Sue Tomic, Chair, SCLAA | Chief Strategy Officer Board Advisor –University of Sydney Business School (Institute of Transport & Logistics Studies).
Who would have imagined the volatility that faced the supply chain & logistics industry at the start of this year?
With the trade tariffs measures and counter measures playing out on the world stage affecting shipping routes, goods supply, not to mention inflation, consumer and business sentiment, the year began to set the scene for what was to come.
The fast-changing global trading conditions exposed fault lines in the system and challenged assumptions about open and fair trade.
The continuing and escalated geopolitical conflicts in the middle east and Ukraine disrupted sea trade routes, cargo vessel delivery times across the world. The on again off again skirmishes in the Straits of Hormuz resulted in volatility in oil supply and pricing.
Locally, Australia was the recipient of benefits and challenges. As nations increased their reliance on alternative markets for agricultural products, we experienced one of the best export seasons on a variety of commodities and the hastened free trade agreements that have been in discussions for some time.
More recently, our region became the focus for rare earth mineral trade agreements.
China dominates mineral processing globally, refining over 90 per cent of rare earths and supplying the bulk of graphite and antimony. E xport controls introduced since late 2023 have disrupted flows and prompted a search for alternative sources.
A s pecific consequence of these restrictions is that US imports of rare earths dropped by over 30 per cent year-on-year in May 2025. A cross the Atlantic, European
firms are lobbying for fast-tracked Chinese export licences to avoid production delays.
I n October, China expanded its export controls on rare earth elements and related technologies. Five additional rare earth metals – holmium, erbium, thulium, europium, and
ytterbium – were added to the export control list. These join seven others restricted since April 2025, including samarium, gadolinium, terbium, dysprosium, lutetium, neodymium, and praseodymium. A ntimony was added in August 2024.
E xport licenses are now required
Sue Tomic, Chair, SCLAA. Image: SCLAA
not only for raw materials but also for products containing these minerals, technologies used in mining and refining them, and intellectual property related to rare earth processing. D efence-related and semiconductor applications are being specifically targeted. L icenses will not be granted to foreign entities intending to use these materials for military or advanced chipmaking purposes.
C hinese citizens are barred from unauthorised overseas mining, tightening outbound flows of expertise and capital.
T hen there were the port fees imposed by the US on Chinese built ships and the retaliatory tonnage fees on by the Chinese
These fees target U.S.-flagged/ built vessels and those with over 25 per cent U.S. ownership, in response to U.S. tariffs stemming from China’s “unfair practices” in global shipping and shipbuilding.
Meanwhile, Australian customs brokers and freight forwarders had to navigate their customers import and export demands in an increasingly complex and volatile landscape.
The pain has been particularly felt in the logistics industry as increasing costs coupled with fixed price contracts resulted in a record of business closures. Add to that the increasing requests for extension of payment terms by customers to 60 and sometime 90 days, whilst operators are required to the bulk of wharf costs and labour costs weekly, it was easy to see where this sector was heading.
ASIC data revealed a sharp upward trend in insolvencies within Australia’s transport, postal and warehousing sector. They rose from 196 in 2021-2022 to 347 in 20222023, and 495 in 2023-2024 – a 153 per cent increase in just two years.
As of April 6, this year, 535 insolvencies had already been recorded, representing a 173 per cent increase compared to 2021-2022 and putting the industry on track for another record year.
But there has been a bit of light at the end of the tunnel for this year. For the first time in a quite a few years, there has been a peak season, consumer, and business sentiment which has become a little more positive in this last quarter.
There has certainly been momentum, both positive and negative over the last 12 months.
From within our association, we have also needed to adapt and change and have understood for some time that, like the supply chain, we are part of a greater ecosystem.
As I complete my tenure as Chair of the Association at the end of the year as per our constitutional mandate, I reflect on some of these changes.
Serving on this Board as Chair for the last 4 years has been extremely rewarding and I am deeply grateful for the passion, dedication and integrity shown by our Board Directors, our staff, and the many volunteers and partners I have had the privilege to work alongside.
Over this period, the Association has experienced significant growth and successfully delivered on major strategic objectives. Three core elements have underpinned this progress:
• A c lear vision, strong leadership and a focused strategy
• I nspiring commitment and a shared purpose across our paid team and our volunteer network
• D eepening stakeholder support and delivering value-added benefits to our members
Some highlights during the term can be viewed below and include 194 per cent growth in corporate partnerships 143 per cent growth in revenue
Established as the association of choice with some of the largest conferences and trade shows in supply chain and logistics, including Akolade, Cemat and Megatrans.
Partnerships with Academy Global, Wisetech Training academy, Tafe and Universities to assist and
align courseware with industry skills gaps
Rebranding to align with our new strategic vision and purpose
Facilitating the first acquisition for the association with the digital platform Supply Chain Partners. This provided the added benefits to our existing SCLAA members of
• a jobs board specific to the SCL sectors. A “Seek” for Supply Chain & Logistics professionals and companies
• A products and services directory with direct user managed marketing capabilities specific to the Supply Chain & Logistics industry
• D irect member to member connectivity
The acquisition also included an international member database and extensive social media following. And this year, the launch and overseas expansion into the New Zealand market with over 120 attendees and 54 companies represented. This was extremely well received, and the NZ market presents the lucrative opportunity for forging closer ties of members operating within the two economies.
For that and other reasons, and to align with our further global expansion plans, we have rebranded to the Australasian Supply Chain & Logistics Association.
We also held our largest ever ASCLA awards night on 14th November with over 520 attendees. A great success and testament to the Victorian Division for its excellent event coordination skills.
While I’m stepping back from the Chair role, I remain deeply committed to the organisation’s success and am fully supporting the transition with incoming CEO, Steve Ballerini and incoming Chair, Stephen Lakey. Congratulations to both and the association is certain to continue on its growth momentum under their leadership.
I would like to take this opportunity to thank the MHD and Prime Creative team for their support and wish all a happy Christmas and New Year season. ■
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People on the move
Michael Cahill
Joining Toll in August 2025, Michael Cahill is currently employed within its Government and Defence business, as Business Development of Managed Services. Amongst many services and capabilities, this portfolio provides expertise and specialises in global relocation management for defence personnel, corporate and government employees; 4PL (Fourth Party Logistics) solutions; as well as a growing capability in humanitarian services. An Australian Army Veteran with expertise in logistics and strategic planning, Michael brings extensive leadership experience from his days managing complex logistics operations in the military, both domestically and on multinational exercises, to this new business development role at Toll. ■
international bodies such as the IMO and World Customs Organization. Marika’s appointment underscores Australia’s growing leadership role within the global port sector and its commitment to collaborative, future-focused maritime development. ■
Jungheinrich’s vertical lift system
HELI 10T K2 Series Forklift
HELI’s K2 Series 10T Diesel Forklift delivers strength, reliability and efficiency for demanding material handling environments. Engineered for heavy-duty lifting, it features a powerful diesel engine, enhanced stability, and a robust chassis designed to perform in Australian conditions. With visibility, intuitive controls, and low operating noise, the K2 Series combines power with operator comfort. From ports to construction sites, it’s built to move more, lift higher, and last longer. The HELI 10T K2 Series Forklift is the ideal solution for businesses requiring consistent heavy-lift performance.
Addverb’s Cruiser 360
Addverb’s 4-Way Pallet Shuttle, ‘Cruiser 360’ is an advanced ASRS solution designed to redefine high-density pallet storage and retrieval. Its unique four-way mobility enables seamless movement along both X and Y axes, allowing dynamic access to pallets from any direction while maximising space utilisation. It offers high storage density by optimising vertical and horizontal space, handles pallet loads up to 1,500 kg, and ensures precise positioning (±2 mm) to streamline operations. It’s robust design and temperature-resilient components also make it ideal for cold storage applications, ensuring uninterrupted performance even in sub-zero environments.
Dematic introduces new reach truck AGV
Dematic has launched their latest Automated Guided Vehicle (AGV), the new RTS 120 Reach Truck Series, designed for highbay, single-selective racking environments. Combining proven reach truck functionality with driverless automation, the RTS 120 delivers precise, safe and consistent high-bay handling. It can be integrated into both new and existing warehouse layouts, enabling rapid automation without costly redesigns. With capacities up to 1,200 kg and reach heights of 10 metres, the AGV operates reliably across ambient, chilled and freezer environments. Manufactured and supported locally, the RTS 120 leverages Dematic’s Australian-developed software and engineering expertise for responsive service and scalability.
