Dematic delivers automated solution to boost Metcash operations.
Addverb’s ASRS systems improve space, speed, and scalability. STACKED FOR SUCCESS
COLD CHAIN CONTROL
Swisslog enables efficient cold chain with automated buffering.
It takes just 20 minutes for an order to be picked at Bolloré Logistics’ Blue Hub facility, tailor-built to handle online and store orders for perfumes and cosmetics. A Dematic Goodsto-Person system enables these superior customer service levels for Bolloré clients, optimising order fulfilment speed and accuracy while delivering very high productivity.
With space a premium in Singapore, the Dematic Multishuttle® high-throughput, high-density storage engine provides a 400% increase in capacity. The result: Flexibility, capacity and a superior service for Bolloré Logistics’ clients.
Read more and see it in action at www.dematic.com/bollore
MHD
Supply Chain Solutions
CONTACT
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ACKNOWLEDGEMENT
MHD Supply Chain Solutions magazine is recognised by the Australian Supply Chain Institute, the Chartered Institute of Logistics and Transport Australia, the Supply Chain and Logistics Association of Australia and the Singapore Logistics and Supply Chain Management Society.
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SHAPING THE FUTURE
In this edition of MHD Supply Chain Solutions, we examine key developments shaping the future of supply chains – from sustainability and cybersecurity to infrastructure investment and global consolidation.
DSV’s €14.3 billion acquisition of DB Schenker marks one of the largest deals within the sector, expanding DSV’s footprint and signalling a broader shift towards integrated international networks. As Deutsche Bahn refocuses on its core rail business, this deal highlights the strategic recalibration underway across global freight.
Domestically, the Australasian Railway Association has renewed its call for sustained investment in rail freight. With freight demand rising and emissions targets tightening, projects like Inland Rail and national interoperability reforms are critical. The WA Government’s move to return its freight network to public ownership further underlines the need for coherent national planning.
Technology remains central to this progress. Maersk’s new OneWireless platform – now rolling out across its 450-vessel fleet – is a step-change in maritime visibility and connectivity, enabling real-time cargo tracking and smarter integration with inland logistics.
We’re also pleased to reintroduce Australia’s Most Sustainable Warehouse – a recurring feature profiling the nominees in our national competition to highlight excellence in warehouse sustainability. Each edition will spotlight facilities pushing the boundaries of energy efficiency, environmental design and responsible operations. The first inclusion focuses on IKEA’s Marsden Park distribution centre, with the overall winner to be announced at MEGATRANS 2026.
This issue also welcomes CI-ISAC Australia as a new association contributor. As the national cyber threat intelligence centre for critical infrastructure, CI-ISAC will provide ongoing insights into the intersection of cybersecurity and supply chain operations – a critical area of focus for logistics professionals. Happy reading!
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THIS ISSUE
SUPPLY CHAIN
28 MachShip enables real-time visibility, efficiency, and savings.
30 Swisslog automates cold chain with case buffering.
43 Ontime Delivery redefines lastmile logistics through trust.
MATERIAL HANDLING
19 AFS Logistics boosts growth with Linde partnership.
24 Shred-X improves operations with Toyota Material Handling forklifts.
WAREHOUSES
12 Metcash streamlines supply chain with Dematic automation.
22 Addverb enables modular ASRS for efficient warehousing.
33 BEUMER pouch system transforms warehouse order fulfilment.
36 Conveyor Logistics par tners with Clustag for Radio Frequency Identification.
39 Premier Pallet Racking designs major warehouse around customised racking layout.
ASSOCIATIONS, EVENTS, SPECIAL FEATURES AND REGULARS
03 Ed’s letter
06 Industry News
47 Women in Industry Awards celebrate outstanding achievements across Australia’s industrial sectors.
52 CI-ISAC: Cybersecurity in supply chains
55 Association Commentary: ASCI
56 Association Commentary: SCLAA
58 People on the Move
ON THE COVER
Metcash has overhauled its Victorian operations with a purpose-built distribution centre in Truganina. Partnering with Dematic, the wholesale giant deployed a flexible goods-to-person automation system that streamlines picking, improves safety, and boosts operational efficiency.
DSV COMPLETES $23.6BN ACQUISITION OF DB SCHENKER
Deutsche Bahn (DB) has finalised the sale of its logistics subsidiary DB Schenker to Danish transport and logistics group DSV marking the largest corporate transaction in DB’s history.
The deal, completed on 30 April 2025, followed an open, transparent and non-discriminatory sale process that began in December 2023. DB selected DSV’s bid as the most economically advantageous offer.
“With the completion of the acquisition of Schenker, we have reached a milestone in the history of DSV. We have been looking forward to completing the transaction and I am excited to welcome our new colleagues to the DSV organisation,” says Jens H. Lund, Group CEO, DSV.
“With this acquisition, we become a
world-leading player in global transport and logistics, at a time when global supply chains are more in focus than ever before, and our customers need a reliable and agile global network of services and products. By combining the two companies we will create a unique flexible platform for long-term financial growth to the benefit of our customers, employees, shareholders and other stakeholders.”
With the divestment, DB aims to refocus on its core rail transport business and reduce its debt. The proceeds from the sale will be used primarily to lower DB’s financial liabilities.
The transaction represents an expansion for DSV. By integrating DB Schenker’s global operations, DSV expects to enhance its service offering and extend its international reach.
DSV finalises DB Schenker acquisition, strengthening its global logistics footprint and accelerating international expansion. Image: EdNurg/stock.adobe.com
According to the companies, the acquisition signifies a strategic realignment: DB will concentrate on strengthening its domestic and European rail services, while DSV accelerates its global logistics ambitions.
“We are happy to complete this important milestone, and we are looking forward to joining forces with DSV. The dialogue throughout the last months has been very positive and we are very excited about the prospects of the combined business,” says Jochen Thewes, CEO, Schenker.
“DSV and Schenker are a strong match with many similarities in business models and services, shared values and high operational standards, and we look forward to getting to work.” ■
ARAMEX CEO, OTHMAN ALJEDA, STEPS DOWN
Aramex, a global logistics and transportation solutions provider, announced the resignation of its Group Chief Executive Officer, Othman Aljeda, citing personal reasons.
The Board of Directors has appointed Chief Financial Officer Nicolas Sibuet as Acting Group CEO.
Captain Mohamed Juma Alshamsi, Chairman of the Board, expressed gratitude for Al-Jeda’s 31 years of service, acknowledging his instrumental role in shaping Aramex into a global logistics leader.
“Speaking on behalf of the Board, I would like to thank Othman for his extraordinary commitment to Aramex over 31 years of service,” he says. “His leadership, dedication, and unwavering belief in the potential of this company have been instrumental in shaping Aramex into the global logistics player it is today. The Board has accepted Othman’s resignation with deep appreciation and great respect for the legacy he leaves behind.
“To ensure a smooth transition, we have appointed Nicolas Sibuet, our Chief Financial Officer, to serve as Acting Group CEO, effective 24 April 2025. Nicolas joined Aramex in January 2022 as Chief Financial Officer and is a trusted leader. Nicolas brings 30 years of experience across the logistics, shipping, oil & gas, and aviation industries with a proven track record of leading companies towards transformational growth.”
Othman reflected on his tenure, stating, “I am grateful to have been a part of this extraordinary company for the past 31 years... I have full confidence in Aramex’s future and the leadership of Nicolas Sibuet.”
“I am grateful to the Board for the confidence they have placed in me, and look forward to leading Aramex in the
interim period and through its next stage of growth,” says Nicolas. “I would like to extend my sincere appreciation to Othman for his leadership and guidance over the years, as well as his invaluable contributions to the business.”
Founded in 1982, Aramex operates in more than 600 cities across 70 countries, offering services in international express, domestic express,
Othman Aljeda, former CEO, Aramex. Images: Aramex
Nicolas Sibuet, acting CEO, Aramex.
ARA URGES CONTINUED RAIL INVESTMENT
The Australasian Railway Association (ARA) has called on the re-elected Albanese Government to maintain its focus on long-term rail investment and policy reform, citing the sector’s vital contribution to the economy, emissions reduction, and liveability of Australian cities.
ARA Chief Executive Officer, Caroline Wilkie, said rail contributed more than $30 billion to the national economy each year and offered a lower-emission alternative for freight movement, which is vital to achieving net zero targets.
“With increasing pressure on supply chains, investing in rail freight infrastructure is essential to ensuring the safe, efficient and sustainable
movement of goods across the country,” Wilkie says.
She cited projects such as Inland Rail, the Melbourne Airport Rail Link, and the proposed Sydney to Newcastle High Speed Rail as transformative initiatives with national logistics implications.
Inland Rail in particular is expected to shift significant freight volumes off roads and onto rail, reducing road congestion and cutting transport emissions.
The ARA is also calling for further progress on the National Rail Action Plan, with a focus on standardising infrastructure and improving interoperability across the national network. Such reforms would allow freight to move more efficiently across
jurisdictions, removing delays and enabling better integration between ports, intermodal terminals, and warehouses.
In addition, Wilkie said strengthening Australia’s local rail manufacturing base would create jobs and reduce reliance on imported rolling stock, supporting the long-term sustainability of freight operations.
“A strong rail freight sector is essential for a reliable supply chain and for the businesses that depend on it,” she said.
The ARA said it looks forward to continuing its work with government to ensure the freight and logistics sector can rely on rail as a dependable backbone for national transport. ■
ARA’s comments follow Prime Minister Albanese’s pledge to work with the WA Government on returning the state’s freight rail network to public ownership. Image: boygek/stock.adobe.com
MAERSK UPGRADES
IOT CONNECTIVITY ACROSS ITS FLEET
Maersk has begun deploying a new Internet of Things (IoT) connectivity platform, OneWireless, across its fleet of 450 vessels, including both owned and time-chartered ships.
The upgrade aims to support growing customer demand for real-time cargo tracking, improved supply chain visibility, and operational efficiency. OneWireless replaces the existing 2G infrastructure with a 4G-based solution, increasing the granularity and frequency of data transmission from vessels.
“With our next-generation connectivity platform, we will be able to offer our customers notable benefits,
including real-time cargo tracking, enhanced supply chain visibility, and improved operational efficiency,” said Kjeld Dittmann, Head of Vessel & Cargo Connectivity at Maersk.
The enhanced network enables more detailed monitoring of reefer container temperatures via Maersk’s Captain Peter cargo visibility platform. This is expected to provide customers with smarter cargo tracking and actionable insights throughout the journey.
Built as a scalable and flexible system, OneWireless integrates a range of wireless technologies including NB-IoT, Cat-M, and LTE broadband. It is designed to work seamlessly
across sea, port, and inland transport operations, allowing for consistent cargo monitoring regardless of location.
The platform has been developed in collaboration with several technology partners, including Onomondo, Nokia, 42com Sat, Complea, and Zededa.
Hardware installation is planned during routine port calls to minimise disruption, with full deployment expected by Q1 2026.
This connectivity enhancement is part of Maersk’s broader strategy to strengthen its end-to-end logistics capabilities and offer greater transparency across global supply chains. ■
A Maersk Line container vessel sails with stacks of cargo as the company begins rolling out its new OneWireless IoT connectivity platform. Image: lazyllama/stock.adobe.com
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METCASH MODERNISES DISTRIBUTION WITH DEMATIC AUTOMATION AT TRUGANINA
To future-proof its Victorian supply chain, Metcash partnered with Dematic for a high-efficiency, goods-to-person automation solution at its new Truganina distribution centre.
The high-density Dematic Multishuttle system.
Metcash is one of Australia’s leading wholesale distributors, supplying independent retail brands such as IGA, Foodland, Cellarbrations, Mitre 10, and more. With a strong national footprint and a focus on supporting local communities, Metcash plays a vital role in helping independent retailers stay competitive in a dynamic market.
Looking to future-proof its Victorian supply chain operations, Metcash set out to consolidate its fragmented infrastructure into a single, modern distribution centre (DC) in Truganina. By partnering with Dematic, Metcash implemented a goods-to-person (GTP) automation solution powered by Multishuttle technology, designed to lift efficiency, reduce operational costs, and create a scalable foundation for growth.
UPGRADING AN AGING, FRAGMENTED NETWORK
For many years, Metcash’s Victorian operations were spread across a multished facility in Laverton, supporting its grocery, liquor, perishable, and convenience businesses. While functional, the site relied on a miniload automation system installed nearly two decades ago. As the system aged, sourcing spare parts became a growing challenge, and operational efficiency began to suffer. The site’s fragmented layout also made it harder to streamline processes and keep pace with rising demand.
Recognising the limitations of their legacy setup, Metcash made the strategic decision to bring its operations together under one roof. The goal was to build a modern, integrated DC that could improve picking speed, simplify workflows, and provide the flexibility needed to support continued growth across multiple retail channels.
“The challenges of operating across multiple sites made it clear we needed a smarter, more integrated solution,” says Victor Cleves, Head of DC Automation and Design at Metcash. “Bringing everything under one roof was about creating a foundation that could support both current demands and future expansion.”
DELIVERING A SCALABLE, FUTURE-READY SOLUTION
Dematic was selected to deliver a highly flexible, compact GTP automation solution tailored for Metcash’s new 115,000 square metre distribution centre. At the core of the system was a high-density Dematic Multishuttle, initially built with seven active pick stations and the ability to add an eighth as the business grows.
Dematic’s patented Inter-Aisle Transfer (iAT) technology provides high storage, retrieval, and picking flexibility, allowing bins to be dynamically shuffled, ensuring every pick station could access any stock keeping unit (SKU) in the system.
From Left to right: Neil McNutt, Andrew North, Victor Cleves, and Terry Jamieson, in front of the highdensity Dematic Multishuttle system at Metcash’s Truganina distribution centre.
This active flexibility was critical for enabling Metcash to ramp operations up or down as needed based on demand.
To support dispatch operations, Dematic installed Flex Shuttles in the sortation buffer, allowing Metcash to efficiently manage cartons of varying sizes and fulfil a wide range of customer order profiles. The Flex model uses advanced load handling technology, with flexible arms that adjust to different product sizes and gently grip items without needing trays. This flexibility was key to meeting Metcash’s diverse storage and picking needs, helping to maximise storage density and throughput within the site’s space constraints. It also ensured orders were processed in time to meet tight truck dispatch schedules and route commitments.
The system was also designed to handle liquor, a key requirement during the tender process. Dematic conducted successful live trials with wine bottles to validate the system’s ability to manage fragile and varied product formats, giving Metcash added confidence in the solution’s capabilities.
“Operator wellbeing was also a key focus for our business,” Victor explains. “Dematic’s Gen3 pick stations, especially the adjustable platforms and powered lift-and-rotation tables, made a huge difference in ergonomics and safety. It’s been a real game changer for our team.”
Integration was another crucial factor in the project’s success. The Dematic system was engineered to interface simultaneously with two distinct warehouse management systems (WMS), one managing Metcash’s grocery operations and the other for its liquor division. With demonstrated expertise in multi-system environments, Dematic approached the integration with confidence. This capability was critical for Metcash. Overcoming these technical hurdles was key to guaranteeing Metcash could streamline operations within the new Truganina facility and lay the foundation for future scalability.
EXECUTING A SEAMLESS TRANSITION
Metcash’s transition to Truganina was carried out in four stages, including a dedicated phase for the automation cutover. Operations at the Laverton site
Dematic’s Multishuttle system, supporting high-speed carton handling and dynamic order sorting in preparation for truck dispatch.
ceased completely on a Thursday. By the following Monday morning, the new Truganina facility was live, operational, and fulfilling orders.
“This was a high-pressure transition that required careful planning, strong operational discipline, and a lot
of support,” says Victor. “Dematic delivered months of structured training and hands-on commissioning, gradually bringing our team into the process. By the time go-live came around, our operators had already been running parts of the system themselves, so they
were confident and ready.”
Dematic’s service team worked weekends and ran double shifts to prepare the site, ensuring every element of the system was tested and optimised. Three experienced technicians who had supported
Laverton were transferred to Truganina, bringing invaluable knowledge.
Delivering on time was only possible through close collaboration between Dematic and Metcash, with both teams fully aligned and working in sync
throughout the lead-up to go-live.
“They [Dematic] knew the Metcash team and the systems inside out. That familiarity helped immensely during go-live,” explains Terry Jamieson, Business Development Manager, Dematic.
Despite the enormous complexity of the transition, the new site began fulfilling orders from day one without disruption. The result was a seamless transformation of Metcash’s Victorian supply chain, executed with zero downtime to customers.
CUSTOMER SERVICE AND SUPPORT
Dematic’s strong local presence in Australia and New Zealand was instrumental not only in securing the Truganina project but also in ensuring its success during and after implementation. With more than 345 service professionals across the region, including engineers, technicians, spare parts specialists, and a dedicated modernisation unit, Dematic provided the kind of rapid, reliable support that Metcash required.
“Having a strong local service team was a huge advantage for us,” says Andrew North, Metcash Victorian State Logistics Manager at Metcash. “It meant we had immediate access to the support we needed, whether it was for technical advice, parts, or on-site assistance. That level of responsiveness gave us real
confidence during the transition and set us up for long-term success.”
The transition was also strengthened by continuity in personnel. Several technicians who had long supported Metcash at the Laverton site were transferred to the new facility, ensuring valuable institutional knowledge wasn’t lost.
DELIVERING LONGTERM VALUE
Since implementation, Metcash has realised significant performance improvements. The higher pick rates have enabled the company to consolidate operations into a singleshift model, enhancing resource utilisation and driving greater costefficiency. The system’s built-in redundancy has mitigated the risks previously posed by the older cranebased mini-load setup, ensuring more reliable access to inventory.
Dematic also introduced a Lifecycle Cost Plan, providing Metcash with a clear forecast of expected capital expenditure and maintenance costs over five, ten, and fifteen years. This forward-looking approach allows
Metcash to better plan and budget for future system upgrades, maintenance activities, and replacement parts,
Metcash operator working at a Dematic Gen3 pick station.
65 YEARS PIONEER IN ELECTROMOBILITY
10+ YEARS EXPERIENCE IN LITHIUM-ION TECHNOLOGY
200,000+ LITHIUM-ION BATTERIES INSTALLED
21% REDUCTION IN CO2 EMISSIONS COMPARED TO LEAD-ACID BATTERIES
100% CHARGING IN 80 MINUTES, 30 MINUTES OPPORTUNITY CHARGING TO 50%
AFS Logistics’ 3PL team stands by a Linde reach truck at the Dandenong site, where scalable equipment and responsive service underpin growing operations.
PICKING SUCCESS AT EVERY LEVEL FOR AFS LOGISTICS
AFS Logistics grows with Linde’s reliable forklifts, flexible rentals, and responsive service for warehouse efficiency.
For over 30 years, AFS Logistics, an Australian and New Zealandbased logistics provider, has offered end-to-end services across warehousing, freight forwarding, and 4PL distribution.
AFS Logistics has its own international shipping division, a proprietary cloud-based freight management system, MOVEiT, and a national delivery network integrated with over 120 carriers, giving them a strong 4PL capability.
With seven sites across ANZ, the
AFS business continues to expand with a primary focus on customer service – and has relied on Linde Material Handling Australia to keep up with demand.
With over 35 Linde units in operation and more on the way, AFS Logistics’ material handling needs have grown significantly.
For the past four years, Linde Account Manager Mia Whiteoak has worked closely with the AFS Logistics team to ensure their needs are met.
“AFS Logistics needed a partner
who could move quickly and support them as they grow,” says Mia. “From our very first conversation, it was about understanding their priorities and responding fast – whether it was sourcing new machines or finding a short-term rental at a moment’s notice.”
RELIABLE EQUIPMENT, SCALABLE SERVICE
Shayne McDonnell, 3PL Director at AFS Logistics, leads the company’s thirdparty logistics arm, managing almost
40,000 square metres of warehousing space.
“We started our 3PL operation in 2018 with around 2,000 pallets,” says Shayne. “Today, we manage anywhere between 46,000 to 60,000 pallets across our sites so we’ve grown considerably over the past three years.”
As business demands increase, AFS Logistics’ 3PL business continues to adapt its fleet with Linde. The company’s operation primarily relies on high-reach trucks to manage heavy pallet volumes, complemented by electric counterbalance forklifts, order pickers, and pallet trucks to ensure smooth and efficient 3PL site operations.
“We have high shelving. Our business has a large pallet storage component, so Linde’s reach trucks are essential to our model,” Shayne explained. “But we’re also evolving – and as we continue to evolve, we are doing more and more
e-commerce, so we’ve started using Linde’s V08 order pickers. These little run-around pallet trucks are an amazing unit. They help us with picking, and straightaway we can double our pick face because those little units go up 1 metre in the air. They let us pick from
ground level and the first shelf, which has helped improve efficiency.”
With the business continuing to grow, the team is exploring ways to expand.
Shayne explains, “We’ve grown quickly, and with our rapid growth, Linde’s been able to support us at short
Outside AFS Logistics’ facility, the fleet of Linde forklifts and pickers supports fastpaced, flexible warehouse operations across the business’s expanding footprint.
Inside AFS Logistics’ Dandenong warehouse, Linde highreach trucks and order pickers help staff efficiently manage over 46,000 pallets in high-racking systems. Images: Linde
notice. We might pick up a contract that needs two or three machines in a hurry, and Mia’s always found a way to source the right machines for us and turn it around very quickly.
“Due to land prices increasing, it’s getting more and more expensive.
So, we’re now looking at buildings that go up to 14 metres, compared to most others that only reach around 9 metres.”
To support AFS Logistics’ 3PL shift to higher racking systems, Linde has supplied reach trucks capable of lifting up to 12 metres—helping the business optimise space as warehouse costs continue to rise.
FLEXIBLE RENTALS, MINIMAL DISRUPTION
AFS Logistics uses a mix of long and short-term rental equipment from Linde, giving them the flexibility to adjust their fleet as needed.
“If we need a certain number of forklifts for a short period, 99 per cent of the time, whatever we need, Linde’s been able to provide.
“Another one of the benefits with Linde’s rental model is the service. If a machine goes down, it’s replaced quickly – within 24–48 hours,” Shayne said. “That’s critical for us, especially in peak periods when downtime isn’t an option.”
FEATURES THAT MAKE A DIFFERENCE
AFS Logistics’ Linde units are fitted with digital weight indicators, CCTV cameras and the Linde BlueSpot warning lights, all contributing to safer, more efficient operations.
“All three are valuable,” Shayne said. “The Linde BlueSpot, in particular, is a standout feature – it’s a visual cue for people unfamiliar with warehouse traffic. I always tell visitors, ‘If you see a blue light, a forklift is within three metres.’ It’s that simple. The CCTV cameras and weight indicators also help
from an operational and efficiency point of view – they make it more efficient for the guys picking.”
STRONG SUPPORT, TRUSTED PARTNERSHIP
For Shayne, Linde’s service and support are critical to keeping AFS Logistics running efficiently every day.
“Alongside our facilities and our focus on people and safety, having reliable equipment and support from Linde is essential for running efficiently and effectively,” he says.
AFS Logistics receives monthly KPI reports on all equipment, allowing the team to monitor maintenance schedules and utilisation, which has improved operational oversight.
“Mia’s been great to work with,” Shayne says. “If I need anything, she’s very responsive—I know she’ll get onto it straight away. If there are any issues, she jumps onto it and fixes it promptly. Whether we need equipment urgently or we’re planning a new facility, she makes sure we’re covered.
“As soon as I heard we’re going higher, the first call I made was to Mia to make sure we could get the reach trucks we’d need,” Shayne added.
“And without hesitation, she said, ‘No problem.’ That level of service and reliability is what keeps us coming back.”
For Shayne and the AFS team, it’s all about servicing their customers – so the decision to stick with Linde is as much about performance as it is about people.
“I’m a big supporter of Linde. The machines are reliable, comfortable, and they look good too. But more importantly, I know I can count on the team.” ■
Multi-level warehouse infrastructure designed to support Addverb’s ASRS solutions, including shuttle-based storage and Goods-to-Person fulfilment systems. Images: Addverb
IMPROVING WAREHOUSING THROUGH ASRS
Addverb’s ASRS solutions optimise space, boost efficiency, and seamlessly integrate automation into diverse warehouses.
Across the warehousing and logistics landscape, efficiency is no longer just a target –it’s a necessity. As businesses aim to optimise floor space, increase throughput, and reduce operational costs, the question has shifted from “Should we automate?” to “What is the most effective way to do it?”
Automated Storage and Retrieval Systems (ASRS) have become a key part of this shift, offering storage strategies suited to various inventory types and operational models. Addverb, a robotics and automation company, provides warehouse automation solutions that
combine hardware, software, and control systems.
Warehouses vary in their requirements. The nature of goods, order profiles, throughput needs, and SKU diversity all influence storage configurations. Operations managing relatively few SKUs may require dense storage systems that maximise vertical and horizontal space while reducing aisle demands. Warehouses differ widely – from e-commerce fulfilment centres handling thousands of SKUs to manufacturing sites focused on raw materials – so storage solutions must align with the specific use case.
For example, environments with a low number of SKUs and high volumes per SKU benefit from dense pallet storage. In contrast, operations with high SKU counts may require more flexible carton or tote storage systems to enable faster picking.
ASRS supports these needs by reducing travel time, improving space use, and increasing consistency.
DIVERSE USE CASES, TAILORED APPROACHES
In facilities where item-level picking is frequent and SKU variety is high, Addverb’s Quadron – a tote-based
ASRS – is designed to support highthroughput operations. The system stores and retrieves cartons or totes using shuttles that operate within a dedicated racking structure, which can reduce manual handling time and improve picking accuracy.
This type of solution is commonly used in retail, pharmaceutical, and e-commerce sectors, where reliability and speed are priorities.
Peter Zann, National Sales Manager at Addverb Australia, says: “The key is to align storage strategy with business needs. Whether the goal is to save space, improve pick rates, or shorten turnaround times, ASRS solutions can be configured to suit specific objectives.”
CARTON AND TOTE STORAGE: SPEED MEETS SCALABILITY
For small- to medium-sized items, tote-based ASRS can offer a balance between speed and storage density. Addverb’s Quadron system allows for multi-deep access across multiple levels, supporting compact storage without impeding throughput.
Its scalability makes it relevant for operations such as online retail, pharmaceuticals, and general distribution, which often deal with diverse product ranges and seasonal demand changes. The system uses algorithms to position faster-moving items in more accessible locations and slower-moving items deeper in storage – reducing unnecessary travel and supporting operational efficiency.
In high-activity zones, Quadron can be integrated with Addverb’s Goodsto-Person stations and sortation systems to support order fulfilment
where speed and accuracy are important.
PALLET STORAGE: THE 4-WAY SHUTTLE
For large or heavy goods, pallet storage remains a core requirement. Addverb’s 4-Way Pallet Shuttle builds on this concept by offering a higher-density solution with more movement flexibility. Unlike conventional systems limited to specific directions, the 4-Way Shuttle travels both lengthways and widthways within the racking grid. This enables greater space utilisation by removing the need for aisles and allows multiple shuttles to operate within the same system.
This type of solution is typically used in cold storage and bulk inventory environments – particularly for perishable or fast-moving consumer goods. The system can function at temperatures as low as -25°C and integrates with Addverb’s WMS and WCS platforms for inventory tracking and sequencing.
INTEGRATION: THE HIDDEN KEY TO EFFICIENCY
While the mechanical elements of storage systems often receive the most attention, integration between systems is just as critical.
A common issue in many warehouses is not the absence of automation, but the lack of coordination between different systems. Older software may not connect well with newer hardware, leading to isolated operations and reduced visibility.
Addverb addresses this by offering both hardware and software designed to
work together. Their systems integrate with warehouse management software (WMS), warehouse control systems (WCS), and ERP platforms, aiming to improve coordination, visibility, and decision-making.
“Integration is where many automation projects encounter challenges,” says Zann. “It’s not just about deploying equipment – it’s about ensuring it functions as part of a coordinated system. By developing software and hardware together, we aim to deliver systems that are practical to implement and operate.”
THE FUTURE IS MODULAR AND SCALABLE
One of ASRS’s key attributes is flexibility. As product lines grow, demand fluctuates, or business needs change, warehouse systems need to adapt. Addverb’s systems are designed to scale – whether by adding shuttles, extending storage lanes, or upgrading software for better operational insights. This is particularly relevant in Australia, where warehouse space is often limited and expensive. ASRS allows facilities to expand vertically, making better use of existing space and reducing the need for costly extensions or disruptions. With continued growth in online shopping, these systems also support decentralised fulfilment models closer to consumers.
BUILDING SMARTER WAREHOUSES TOGETHER
The performance of a warehouse is no longer defined by the number of machines in use, but by how well those systems work together. As Zann puts it: “Storage isn’t just about piling up goods anymore – it’s about coordinating them.”
ASRS contributes to this shift by combining compact storage with system-wide coordination. With systems such as Quadron for tote storage and the 4-Way Pallet Shuttle for pallet handling, Addverb works with companies to improve space utilisation while supporting the operational requirements of modern supply chains. Through its emphasis on integration, the company supports clients in implementing systems designed to function cohesively rather than in isolation. ■
Addverb’s 4-Way Pallet Shuttle, Cruiser 360, navigates the racking grid with multi-directional agility.
SHRED-X CUTS COSTS WITH TOYOTA SWITCH
Shred-X has boosted its warehouse efficiency and performance by using Toyota forklifts and getting locally based service support.
Document destruction company
Shred-X has improved the efficiency of its warehouse operations in the Newcastle region after switching to Toyota Material Handling Australia (TMHA) forklifts.
Shred-X recently took delivery of a new Toyota 8FGJ35 forklift with bale clamp attachment at its facility in Newcastle, which is being used to move 1200kg worth of shredded documents around the warehouse. Shred-X Newcastle recently switched to TMHA
after encountering challenges with its previous material handling equipment and support.
According to Shred-X Newcastle branch manager Graeme Redman, the journey towards using Toyota forklifts began by accident when he mistakenly called TMHA to the warehouse after a breakdown with his previous supplier.
“If I have a breakdown we stop business,” Graeme says. “I’ve had troubles where I’ve been waiting up to week to get breakdown service
which was not working for me. I had a breakdown when I first started, and I accidentally googled TMHA for servicing. I called who I thought was the right supplier and these guys turned up within four hours. I went, ‘Wow, how good is this service?’
“When my lease was coming up, I started doing some research and getting quotes from different companies.
TMHA’s quote came in better than the other ones, and I was impressed that they came within four hours. That
Graeme Redman, Branch Manager at Shred-X Newcastle, stands outside the company’s facility with the new Toyota 8FGJ35 forklift, equipped with a bale clamp attachment. Images: TMHA
The Toyota 8FGJ35 forklift in action at Shred-X Newcastle, moving 1200kg of shredded paper bales with ease using its clamp attachment.
was part of my influence on changing providers.”
Graeme was also having issues with his machines, one of which was prone to overheating when lifting twin 600kg bales of paper.
Since taking delivery of the 8FGJ35 in February, Graeme said that he has been impressed with the performance of his new machine, which uses its bale clamp attachment to lift loads with ease.
“Apart from breaking down, we had issues with (our previous forklift) overheating, and it actually struggled to lift the 1200kg as much as it was rated to do it,” he said. “Toyota assessed my needs and requirements and brought a forklift in and I’m easily lifting the 1200kg without any danger. It’s been fantastic. It starts first go, the turning circle and operation is easy, the boys all love it.”
Graeme has enjoyed a strong working relationship with TMHA area Sales Manager, Matt Hoare, and his team, who regularly check in to ensure the business and machines are working in harmony.
“Matt is fantastic with the number of times he came out and checked my requirements, and he’ll check in with me every 4-6 weeks and make sure everything is going OK and if there’s any issues we’ve got,” Redman said.
“Matt’s knowledge and experience –he knows his equipment – is fantastic. We had a pre-inspection prior to delivery where he invited me out to his warehouse, we went through the warehouse and all of the load-shifter equipment that he has.
“We also did a pre-inspection when it was delivered, Matt went through the operations of the forklifts with all my staff here. He made sure we were familiar with the operations of the forklift. It was a good handover.”
Shred-X is made up of 11 locations across Australia, with each warehouse choosing their forklift supplier on an individual basis. Graeme’s positive experience has led him to recommend TMHA to Shred-X’s Sydney operations, who are currently looking into a new forklift supplier.
“We’re extremely happy (with TMHA), which is one reason why I recommended them to Sydney to get them come and quote.”
Ultimately, TMHA’s local presence and service network helped support Shred-X’s decision to transition to Toyota forklifts. It’s local presence was also a factor.
“Some of the other providers run from Sydney, so that was a consideration – their proximity to our location,” Redman said.
A second 2.5-tonne Toyota forklift is also on its way for Shred-X, which together with the existing 8FGJ35 unit will be able to perform the duties of the three previous forklifts.
Shred-X has provided secure and certified document destruction for more than 25 years, with a focus on privacy protection and responsible recycling. ■
For more information freecall Toyota Material Handling Australia on 1800 425 438 or visit www.toyotamaterialhandling.com.au
THE STRATEGIC ROLE OF REAL-TIME DATA IN LOGISTICS
Real-time data transforms logistics from a support function into a strategic driver of resilience and efficiency.
Supply chain teams are no longer just a back-office function; they’re key drivers of business performance. With visibility across procurement, warehousing, transport and delivery, they can shape decisions that impact efficiency, profitability and customer experience.
Historically, data and visibility were considered important but not urgent. However, as supply chains tighten and customer expectations soar, the ability to access real-time, accurate insights is now a competitive advantage.
In 2025, real-time data will be more than optimising freight; it will impact profitability, market share, and even talent retention. Organisations that fail to prioritise visibility risk falling behind in cost efficiency, operational resilience, and service excellence. Eighty-five per cent of operations and supply chain leaders have either increased their tech budget or plan to do so in the next year, reflecting the growing recognition of technology’s role in securing a competitive edge.
THE ROLE OF REALTIME DATA IN GAINING A COMPETITIVE ADVANTAGE
Real-time data offers control, precision, and agility for supply chain teams. Gone are the days when businesses could rely on outdated systems and fragmented data to make decisions. Today, the ability to see operations in real-time enables companies to improve decisionmaking, reduce costs, and deliver better customer experiences.
Visibility across the supply chain is more than just a convenience; it’s a strategic tool. When organisations have access to instant data, they can not only react faster to disruptions but also anticipate issues before they escalate. This proactive approach helps mitigate
risks, reduce delays, and enhance overall service levels.
However, real-time data is only valuable when it translates into actionable insights. Many businesses’ challenge is taking the wealth of data they collect and turning it into decisions that drive results. This means ensuring that the right insights reach the right people at the right time.
SUPPLY CHAIN’S EVOLVING ROLE: FROM BACK OFFICE TO BUSINESS DRIVER
From procurement to warehousing to transport, supply chain teams have the power to shape decisions that influence everything from efficiency to customer experience to profitability. However, despite their growing importance, supply chain leaders often struggle to secure consistent engagement at the senior management level. During crises such as the COVID-19 pandemic or global shipping disruptions, supply chain leaders gained direct access to boardroom discussions. Yet, as those disruptions fade, supply chain strategy may once again fall into the background.
Businesses prioritising logistics in strategic planning will be better positioned to capitalise on opportunities, drive efficiencies, and sustain competitive advantage. Realtime data strengthens this focus, providing insights needed for effective decision-making at all levels.
BRIDGING THE GAP: FROM DATA TO ACTIONABLE INSIGHTS
Transforming data into practical, actionable insights remains a persistent challenge for supply chain management. As Darren Wedding, Chief Supply Chain Officer at Myer, points out:
“
To run a successful supply chain function, you have to get on the front lines. Visibility isn’t just about tracking freight, it’s about understanding the reality on the ground. The best decisions come from seeing and hearing what’s happening firsthand.
”
Effective supply chain leaders leverage real-time visibility to gain a deeper understanding of operations on the ground. By directly observing frontline activities and linking these insights back to senior management strategies, they can make informed decisions that improve efficiency, reduce costs, and enhance customer satisfaction.
ENHANCING SUPPLY CHAIN RESILIENCE AND EFFICIENCY
As organisations increase spending on supply chain resilience, visibility becomes the connective tissue ensuring every dollar spent generates a tangible return. Companies can be vulnerable to disruptions because they don’t have the right data at the right time.
Real-time data enhances supply chain resilience by offering early detection of potential disruptions. Quick responses prevent issues from escalating, reduce risks, and minimise financial losses. Companies using real-time data can react quickly to demand shifts, anticipate bottlenecks, and allocate resources efficiently. This approach results in operational savings and improved reliability.
Additionally, real-time data provides insights into supply chain
vulnerabilities, enabling businesses to build effective contingency plans. Proactively managing risks reduces disruptions and helps companies recover faster when challenges arise.
ADDRESSING VISIBILITY GAPS: OVERCOMING FRAGMENTED SYSTEMS
Despite clear advantages, many businesses still struggle with fragmented systems and data silos. Outdated technologies, disconnected software, and human errors create blind spots in the supply chain, complicating decision-making and increasing costs. Businesses must focus on actionable insights rather than simply gathering more data. Integrating various systems and aligning data across functions ensures easy accessibility and usability of essential information.
THE FUTURE OF DATADRIVEN LOGISTICS
Several critical trends are highlighting the importance of real-time data: Sustainability Compliance: With Scope 3 emissions reporting on the horizon, supply chains face serious scrutiny. Anywhere between 65-95 per cent of an organisation’s carbon footprint often comes from its supply chain. Leveraging real-time visibility to accurately track and manage environmental impacts and
ensure regulatory compliance, closely aligning operational practices with frontline realities.
• A I and Automation: AI is evolving from simple prediction to automated decision-making. Machine learning can select carriers, plan routes and allocate warehouse labour in real time. AI in supply planning can process structured and unstructured data simultaneously, such as supplier financials, weather forecasts, and social media chatter, to pre-empt disruptions before they occur.
• Geopolitical Risks: Global tensions, extreme weather and changing trade policies mean disruptions are here to stay. Organisations with robust real-time visibility adapt faster, reconfiguring routes or supplier bases with fewer hiccups and lower costs. Real-time data is more than a logistics optimiser, it’s a catalyst for transformation. Leaders who tightly integrate visibility into their core decision-making will outpace competitors on cost efficiency, customer satisfaction and resilience.
Organisations don’t suffer from a lack of information; they suffer from competing priorities. In a world where we must balance cost, efficiency and service, visibility cuts through the noise. It pinpoints the exact friction points and reveals what’s financially viable to tackle.
Real-time data enables supply chain teams to shift from reactive responses to proactive decision-making. Image: MachShip
Ultimately, the fast-paced world of logistics won’t slow down. However, organisations that harness realtime visibility to bring structure and predictability to the chaos will emerge stronger, leaner, and more competitive. Now is the time to audit your data accessibility, integrate insights across functions, and prioritise visibility as a core business strategy. ■
CASE STUDY: ADVENTURE OPERATIONS
Adventure Operations, an Australian camping equipment company, faced challenges managing freight costs and visibility across distribution centres. By integrating MachShip’s platform with its ERP system, Adventure Operations gained realtime insights into freight metrics and carrier costs. This integration reduced manual processes, saving at least five minutes per customer order and over 10 hours weekly. Adventure Operations could control logistics costs better and improve operational efficiency, showcasing the practical benefits of effective real-time data integration.
SMARTER CASE BUFFERING FOR COLD CHAIN AND PERISHABLE GOODS
Swisslog’s automated case buffering and palletising solutions optimise cold chain efficiency, compliance, and product freshness for food manufacturers.
Swisslog’s CycloneCarrier is a shuttle storage and retrieval system for small loads, which can be utilised as a case buffer solution for food and beverage applications.
For food and beverage manufacturers, maintaining an efficient supply chain is critical – especially when handling perishable goods. Between the bulk storage of full pallets and the final assembly of customer-specific orders, manufacturers face logistical challenges that can impact both efficiency and product integrity.
Case buffer systems help bridge this gap, optimising space utilisation, and ensuring compliance with stringent cold chain regulations.
“Cold chain regulations include strict rules about how long meat and other produce can come out of a frozen environment before it impacts freshness, so having a system that can give you total visibility and better control is a major asset,” says Joseph Kutek, Sales Consultant, Food and Beverage, Swisslog Australia and New Zealand.
Swisslog is a global warehouse automation provider with more than 250 deep freeze projects worldwide.
“With an automated case buffer system like Swisslog’s CycloneCarrier in place, food and beverage processors can gain better control of batches and best before dates, thereby delivering orders with the highest levels of freshness to customers,” says Joseph.
CycloneCarrier provides storage up to four positions deep (quad deep) for totes, trays or cartons and is suitable for deep-freeze storage environments. It can perform up to 2000 movements per hour, per aisle, with each case able to hold up to 50kg.
automated system like this is energy
efficiency. In temperature-controlled environments, storing more cases in less space will reduce cooling costs. Additionally, with fewer operators moving in and out of the environment, the cooling system can operate more efficiently,” says Joseph.
“CycloneCarrier is a dynamic system, so if a lower performance is required, the system will automatically slow down. This will reduce wear and tear on the system saving operating costs.
“Another option for food and beverage manufacturers seeking efficient vertical storage is Swisslog’s Tornado miniload crane, which is ideally suited to reserve storage and replenishment of manual picking zones, as well as feeding goods-toperson pick stations directly, including temperatures down to zero.”
END-TO-END AUTOMATION
In cold chain applications, once the product has moved through a blast freezer, it is typically transferred to a light goods conveyor, such as Swisslog’s QuickMove Conveyor system, then on to the case buffer, and then to robotic palletising.
“Because Swisslog is part of the KUKA Group, we are uniquely position to provide an end-to-end solution, including KUKA’s automated palletising robots for the final stage of the
Swisslog can take a holistic view and find the best efficiencies.”
STAYING IN-SYNQ
Controlling a case buffer system is Swisslog proprietary SynQ software, which can perform the role of a Warehouse Management System (WMS), Warehouse Execution System (WES) and Warehouse Control System (WCS).
“SynQ provides total visualisation of the system in real-time, and allows for efficient and accurate troubleshooting, as well as optimising performance over time. It can, for example, position faster-moving products nearer the front of the storage system, for quicker access,” explains Joseph.
“SynQ is a single platform that uses proven industry-specific processes that optimise warehouse automation processes, backed by more than 100 years of experience, with more than 500 software experts worldwide.
“Swisslog also has customer service teams that can provide preventative maintenance and ongoing support to maximise the life of the system.”
THE FUTURE OF FOOD AND BEVERAGE LOGISTICS
As the food and beverage industry continues to evolve, automation and smart storage solutions are playing an
palletising technologies, manufacturers
Swisslog’s Tornado mini load crane. Images: Swisslog
ENABLING OPERATIONAL EFFICIENCY USING POUCH TECHNOLOGY
Sales Director, Milan Vjestica, explains how BEUMER’s pouch systems boost fulfilment efficiency through automation and innovation.
The continued growth of e-commerce is impacting warehousing and distribution processes. In the past, these facilities managed large bulk orders for retail stores, allowing for a predictable and planned process. However, the surge in online shopping has made sortation more complex. These facilities often need to handle the online orders in parallel to the bulk orders. Simply put these facilities now may need to combine B2B and B2C operations which pose different operational challenges. B2B profiles as ‘few orders with many items’ whereas B2C profiles as ‘many orders with few items’.
With the added complexity of globalisation, linked to e-commerce, the B2C orders are also seen in the Courier, Express, Parcel (CEP) industry. In some cases, this flow will appear in the traditional Warehouse and Distribution supply chain because of “marketplace” type retail sales and combined deliveries.
Additionally, B2C brings with it a higher proportion of returns which, dependent on industry sector, can be more than 30 per cent. Handling returns involves multiple steps, including quality checks, relabelling, and repacking, all of which add to the complexity and cost.
Businesses need to adapt, improve and address the challenges of such complexities as order consolidation, sortation, and sequencing. Solving this challenge requires a dynamic and flexible solution.
POUCH SYSTEM POTENTIAL
Pouch systems are a multifunctional, modular technology with the potential to solve many of the challenges seen in an omnichannel fulfilment centre such as consolidation, sortation and sequencing. This can be as a standalone
system or as a complimentary system alongside other technology such as goods-to-person (GTP) systems.
A pouch sorter basically consists of a series of hanging pouches that can transport a variety of items, garments, shoes, books, and other merchandise, along a rail network. Pouch technology is modular and scalable and can be installed in unused overhead space thereby improving cube utilisation. It can buffer, sort, and sequence, automating order handling and returns processes.
Processes such as post-picking sortation, order batching and sortation, and intermediate storage handling of returned items become easier with a pouch sortation system. For example, pouch systems can efficiently handle throughput, temporary inventory buffering and order consolidation. Sequencing challenges are efficiently resolved, such as ensuring that the most fragile or delicate items are sorted last to prevent damage during packing. Crucially, pouch systems simplify the processes by reducing costly touchpoints, streamlining sortation,
and establishing traceability and control to improve overall efficiency.
Beumer’s management software supports digitisation of the warehousing process from inventory management to ship order consolidation. The software provides the user with enhanced tracking, traceability, and control at every stage, supporting process optimisation and improvement of the entire fulfilment experience.
POUCH INNOVATIONS
Pouch system technology is constantly evolving. One recent innovation is called AutoDrop. It uses a pioneering nickeltitanium alloy, first used in the medical industry, to enable pouches to be unloaded from the bottom. This metal alloy has shape memory: it contracts substantially when electric power is applied and returns to its original shape when power is withdrawn. Each mechanism has the capability for one million opening cycles without any deviation.
AutoDrop uses these characteristics to open the pouch automatically at
Dynamic Bulk Pick: AI guided robotic induction. Images: BEUMER
the unloading point, enabling the elimination of manual handling during unloading. This saves time at the unloading stations and reduces order processing time. For example, the BG Pouch System with AutoDrop can process approximately 10,000 pieces per line per hour. Combining multiple, adjustable drop point positions in one drop line enhances unloading flexibility and reduces the physical footprint within the distribution facility.
When AutoDrop is combined with BEUMER’s Bulk Pick automated induction process the pouch system becomes fully automated from loading to unloading. The Bulk Pick technology enables robots, guided by a proprietary AI, to select items from a bulk flow conveyor and feed them, via another conveyor, to a pouch loading station. The feed conveyor incorporates identification arrays which can include ‘Legal for Trade’ weighing and dimensions as well as label scanning. This information is then associated with the item and pouch for full end to end tracking.
SOLUTION SORTED
Pouch sortation systems offer a highly efficient and scalable solution to the complexities introduced by the market led challenges for operations. By utilising overhead space and automating processes such as buffering, sorting, and sequencing, these systems enhance the ability to manage high volumes of individual orders and the intricacies of reverse logistics. Innovations like AutoDrop and Bulk Pick further streamline operations by reducing manual handling and improving efficiency.
The modularity of the technology and flexibility of location enables better use of building cube and facilitates the integration of Pouch Systems into
existing operations, improving capacity and efficiency.
Beumer’s management software ensures meticulous tracking and control, which helps to optimise the entire fulfilment process. In short, pouch sorters are a transformative technology in the logistics industry, enabling businesses to adapt to the ever-evolving demands of complex operations and maintain a competitive edge in the market. ■
More information about BEUMER BG Pouch Systems with AutoDrop is available here: https://www. beumergroup.com/products-systems/ logistics-systems/bg-pouch-system/
AutoDrop function in the BG Pouch System.
Multiple Clustag MOT stations operate in parallel, supporting high-throughput environments with scalable RFID automation. Images: Conveyor Logistics
CONVEYOR LOGISTICS EXPANDS AUTOMATION PORTFOLIO
Clustag’s global RFID expertise is now available to Australian warehouses through a new partnership with Conveyor Logistics.
Conveyor Logistics has formed a strategic partnership with Clustag, a global provider of RFID solutions, to expand its offering of warehouse automation technologies in Australia.
A Clustag RFID tunnel processes cartons on a conveyor, capturing item-level data and integrating seamlessly with WMS and ERP systems.
Driven by growing customer demand for RFID integration within intralogistics operations, Conveyor Logistics identified Clustag – founded in Spain in 2015 by Luis Rius – as a suitable partner. The company has since
become a designer, manufacturer, and implementer of RFID systems across the globe.
“At Conveyor Logistics, we believe that innovation thrives through collaboration. During our visit at ProMat 25 in Chicago, Clustag stood out to us,” says Chris Andrit, CEO of Conveyor Logistics. “Their expertise in automation and their ability to integrate advanced systems into intralogistics operations were key factors in our decision to partner.”
Clustag specialises in RAIN RFID technology and has implemented solutions in more than 80 distribution centres across Europe, Asia, and the Americas. Since 2021, it has undertaken projects in 11 U.S. states and exhibited at key trade events including NRF, PROMAT, and MODEX. The company is also a member of both MHI and the National Retail Federation.
“Managing diverse inventories, especially during peak seasons, and
ensuring accurate order picking and inbound/outbound validation are challenges in industries like sporting goods, apparel, and accessories,” says Clustag CEO, Luis Rius.
At the core of Clustag’s offering is Zentup, a platform that captures realtime RFID tag data and integrating seamlessly with ERP, WMS, WES/WCS, AGV, EPCIS, and APIs. Zentup delivers 99.6 per cent reading accuracy and centralised control for performance monitoring and data visualisation.
“Our RFID solutions, powered by Zentup, help to solve common warehouse and DC issues by efficiently encoding RFID tags,” adds Luis. “Zentup offers a comprehensive solution with a single device that streamlines operations and provides ROI calculations.”
warehousing and distribution environments. These solutions cover the entire operational cycle – from inbound receiving to return management –helping companies improve traceability, reduce errors, and save time.
“We are thrilled to partner with Conveyor Logistics, a key player in the Oceania region,” says Manolo Reguart, Clustag’s Deputy General Manager and Chief Operating Officer. “This collaboration opens new opportunities to bring our RFID solutions to customers in Australia and surrounding areas.”
Conveyor Logistics, with more than 30 years of experience, has built a strong reputation as an intralogistics systems integrator. The company is known for delivering high-quality,
designed to improve efficiency, reduce costs, and enhance overall productivity.
CEMAT AUSTRALIA 25 –CONVEYOR LOGISTICS
This July, Conveyor Logistics will be exhibiting at CeMAT Australia 25 from the 22nd–24th. Visit stand E36 to see live warehouse automation solutions and speak with the team about elevating your operations. ■
To learn more about the partnership, or get in touch, please contact Conveyor Logistics at: sales@ conveyorlogistics.com.au
+03 8548 3866
improving accuracy and traceability in distribution operations.
Clustag’s MOT RFID tunnel automates inbound validation,
Boxes flow through Clustag’s RFID tunnel at a logistics centre in Spain, powered by the Zentup platform for real-time tracking and data visualisation.
BEHIND THE STRUCTURE
Premier Pallet Racking’s design-led approach allowed a major grocery distributor to capitalise on engineering - maximising storage capacity, and efficiency at its new Truganina Distribution Centre.
Australia’s largest single-level distribution centre, located in Truganina, Victoria, was developed with a focus on operational efficiency, capacity maximisation and infrastructure integration. At 115,000 square metres, the facility services more than 4,000 retail outlets across Victoria and dispatches up to 23,000 pallets of inventory each day.
To support this level of throughput, the grocery distributor partnered with
Premier Pallet Racking, a national, independent storage solutions provider to deliver a customised storage solution system tailored to the new build structure.
“The company engaged Premier in the initial design phase with detailed technical specifications incorporated into the building’s architecture” says Rans Rayos, Project Manager at Premier Pallet Racking. “Qanstruct and the company’s architects designed
the new warehouse to the exact measurements of our proposed racking structure, allowing it to maximise every centimetre of overall storage capacity.”
Premier’s in-house design included over 97,000 pallet positions across several dedicated storage zones –including temperature controlled ambient, chilled, frozen goods rooms, and designated areas for groceries, liquor, craft beer, confectionery, and dangerous goods storage – configured
Newly installed pallet racking at the distributor’s facility, Truganina, Victoria. Images: Premier Pallet Racking.
Are You Running a Business — or a Fleet?
You didn’t set out to become a fleet manager. But somewhere along the road, your growing business turned into a full-time logistics operation stress, costs constant distractions piling up.
Your Fleet Shouldn't Be a Full-Time Job
Managing vehicles, drivers, compliance, delays, maintenance – it's exhausting, expensive, and pulls focus from your real priorities. he truth Most businesses are wasting time and money trying to manage logistics they’re not trained for.
to the distributor’s operational requirements. Installation materials arrived in approximately 120 containers, and 40 installers worked to complete the program over a tight 10-month timeline.
“Premier has a strong relationship with the distributor and our contractors. We were able to accelerate the project build as required,” Rans added.
The project prioritised safety with all major safety auxiliaries added, including mesh decking, rack safety protectors, in-rack sprinklers and a caged storage area for hazardous materials. In addition, a unique Mesh Fall From Height (MFFH) system was implemented during the build to prevent high-up pallets from being dislodged into adjacent aisles.
“Sometimes, when you get to a certain height, you can’t visually see [the pallet] from the ground, risking safety.” Rans says. “Even though the forklift has cameras, there’s still going to be an element of risk. The MFFH system prevents the pallet being pushed to the opposite side”.
Every milestone of the project was achieved on time and within budget, with Premier meeting all critical handover dates across the multi-staged program.
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Drawing on previous project experience from other distributor sites across Australia, Premier demonstrated precision in its design and expertise in the delivery of tailored storage solution that aligned with the build from the outset.
“Now fully operational, we extend our sincere thanks to our valued partners, Qanstruct and SSI SCHAEFER for their collaboration and commitment throughout the project,” says Rans. “Their expertise, support, and shared vision were instrumental in delivering a facility that sets a new standard for distribution in Australia.”
Ultimately, backed by a full-service approach that includes in-house design, project management, and nationwide delivery and installation, Premier Pallet Racking provides tailored storage solutions to suit a range of operational needs. ■
Racking installed at distributor’s Truganina facility, designed
DRIVEN BY TRUST
Iby fragmentation, Ontime Delivery Solutions takes a deliberately focused approach. For more than four decades, the Melbourne-based company has delivered tailored transport services across Australia’s metro areas – not through a rotating pool of drivers, but by embedding dedicated owneroperators directly into the company’s clients’ businesses.
Founded in 1983 and still familyowned, Ontime Delivery Solutions today operates a fleet of more than 600 subcontractor-owned vehicles across Melbourne, Sydney, Brisbane, Adelaide and Perth. The company specialises in transport solutions for businessto-business clients, with particular strengths in food and beverage logistics, dry goods, and high-volume metro distribution.
“We’re built on long-term relationships and mutual accountability,” says CEO Walter Scremin. “We’ve always believed that
That’s why we’re not transactional – we become part of our clients’ operations.”
A DIFFERENT KIND OF LOGISTICS PARTNER
Ontime’s model differs from most traditional carriers. It doesn’t offer warehousing. It doesn’t do interstate freight. Instead, its drivers and vehicles are contracted to work exclusively for a single client, on multi-year terms.
“Our drivers are dedicated to one business, full-time,” says Walter. “They wear the client’s uniform, follow its schedule, and become familiar with its customers and delivery points. But we look after everything else – admin, compliance, technology, insurance, maintenance, training.”
This structure is often described internally as “in-sourcing” rather than outsourcing –blending the control of an in-house fleet with the support and reliability of a third-party logistics provider. As Walter explains, it’s
Ontime Delivery Solutions provides refrigerated direct-to-store deliveries for supermarket suppliers through a consistent driver and vehicle model. Images: Ontime Delivery Solutions
that are not transport specialists but rely heavily on dependable, day-to-day delivery.
“One of our clients is a national bedding manufacturer,” he says. “We load from the client’s factory and run milk runs to regional stores. Others include large food producers that require temperature-controlled, earlymorning store deliveries. In every case, we make sure they never have to worry about a vehicle or a driver not being there when needed.”
SCALING REFRIGERATED SERVICES FOR FOOD AND BEVERAGE
While most of Ontime’s work is still in dry goods, the company has spent the past two years growing its refrigerated capabilities. That expansion includes deliveries for sushi manufacturers supplying major supermarket chains.
“In Melbourne and Sydney, we’re delivering fresh sushi to Woolworths
and Coles stores every morning,” says Walter. “It’s a direct-to-store model –no DCs involved. Our drivers remove the previous day’s stock, restock the shelves, and ensure everything arrives at the right temperature.”
Walter says this is an example of how Ontime fills a market gap between smaller, one-vehicle operations and national freight conglomerates.
“Refrigerated logistics is often dominated by either owner-drivers or big players doing high-volume freight. We provide a middle option – smaller refrigerated trucks, same driver every day, professional standards, and full support behind the scenes.”
BUILT-IN RESILIENCE AND CONTINUITY
Walter explains that a major appeal for clients is the continuity and stability Ontime’s model offers. Every driver is supported by a backup plan that includes trained relief staff, fleet replacement, and administrative cover – ensuring service doesn’t break down when things go wrong.
“If a driver’s away, we’ve got someone trained up who can step in immediately,” says Walter. “If a vehicle breaks down, we provide another. Our clients don’t have to manage any of that – they just get the service they need.”
Walter says this model is especially important in cold chain logistics, where delays or failures can quickly lead to product loss or compliance issues.
“You can’t afford to miss a window
A VALUES-FIRST CULTURE
Ontime’s approach is rooted in what Walter calls “old-fashioned service principles,” specifically, accountability, trust, and genuine care. That culture is reflected in the way the company builds relationships – with clients, subcontractors, and its own team.
“We’ve had clients stay with us for more than 20 years,” Walter says. “That doesn’t happen unless you show up, own mistakes, and do the right thing consistently.”
Walter himself has been with the company for more than three decades and credits its retention – of both clients and subcontractors – to a deliberate culture of respect and longterm thinking.
“We try to ensure we do everything we can to make our clients successful, and in turn, by them being successful, we’re successful as well,” he says. “So, we grow together.”
INVESTING IN SYSTEMS AND SERVICE
In one recent example, the Ontime team worked with a client to restructure delivery routes and reduce its vehicle count – without sacrificing service.
To reinforce that model, Ontime utilises an operating system designed to improve visibility, flexibility and responsiveness. The system offers realtime tracking, automated alerts, route optimisation, and performance analytics for clients.
“Most tech in our sector is built to improve margins for the transport company,” says Walter. “Ours is built to give the client more control over
“It’s not about protecting our revenue at all costs,” Walter adds. “It’s about building trust through shared efficiency. That’s how we retain clients.”
As the company continues to invest in its people, technology and refrigerated fleet, Walter says the focus remains on staying true to Ontime’s core principles – consistency, partnership, and longterm thinking.
“Our business is about showing up,” he says. “We make sure our clients
Ontime Delivery Solutions CEO, Walter Scremin.
Ontime Delivery Solutions operates a national fleet of more than 600 subcontractor-owned vehicles across major Australian metro areas.
POWERING UP MARSDEN PARK
IKEA upgrades its Marsden Park DC with solar and
2025, included more than 4,000 solar panels across 9,000 square metres of roof space, designed to generate approximately 2,034 kW of power. This is expected to meet up to 70 per cent of the facility’s energy needs. A 1 MWh battery system was added in April 2025 to capture and store surplus energy for use during peak periods and overnight, supporting both warehouse operations and the site’s electric vehicle (EV) infrastructure.
Marsden Park forms part of a broader push across IKEA’s Australian footprint to boost renewable capacity. In 2024 alone, three new solar PV projects were initiated across two retail stores and one distribution centre, delivering a further 2.5 megawatts of capacity. The business has also achieved a 16 per
Marsden Park’s 1 MWh battery storage system enables surplus solar energy to be stored for overnight and peak-time use. Images: IKEA
Aerial view of IKEA’s Marsden Park Distribution Centre, showing more than 4,000 solar panels installed across 9,000 square metres of roof space to power up to 70 per cent of the site’s energy needs.
cent improvement in building energy efficiency since FY16, reducing energy use by 22kWh per square metre through targeted upgrades.
IKEA says the Marsden Park system will reduce emissions by around 35 tonnes per year and is projected to deliver annual cost savings of approximately $260,000. The company has installed 24 EV chargers on site (28 vehicle charging capacity) for its delivery partners to power their electric delivery fleets. Currently (May 2025), 72 per cent of IKEA’s last-mile deliveries are completed using zero-emissions vehicles, and it expects to be 90 per cent electric by the end of 2025.
Nationally, 45 per cent of customer orders were delivered using zeroemissions vehicles in FY24. IKEA has committed $4.5 million to expanding a national charging infrastructure network to support its delivery partners, reinforcing its goal of 100 per cent zero emissions home deliveries.
Gorka Peral Hurtado, IKEA’s Construction Project Manager, says the long-term plan is to eventually power 100 per cent of the site through solar and battery storage, with room to scale battery capacity up to 3 or 4 MWh as prices fall and technology advances.
“Our energy usage is consistent across day and night, so storage is essential if we want to push beyond 70 per cent self-sufficiency,” Gorka explains. “The system has already been installed; we’re now just waiting on the DNSP (Distributed Network Service Provider) to grant final connection approval.”
Despite general success in delivering the project, Hurtado says some aspects of the process posed challenges, particularly around aligning construction timelines with network approvals. The battery installation was delayed due to development approval processes related to changes in carpark infrastructure, and approvals from the DNSP have been slower than anticipated.
The battery system is IKEA’s first of its kind in Australia, making Marsden Park a test case for future deployment across other sites. The company spent approximately $2 million on the electric vehicle charging infrastructure at the site, and $2.5 million on the solar and battery installation.
Renea Robson, IKEA’s Country
Power inverters and electrical infrastructure at Marsden Park link the rooftop solar array and battery storage system to the warehouse’s energy network.
Marsden Park facility represents a clear step towards the company’s target of halving greenhouse gas emissions by 2030.
“This project plays a major role in that ambition and our broader sustainability agenda,” she says. “It’s also become a reference point within the business for what’s possible when sustainability is integrated from the outset.”
“It’s actually our most sustainable site in the country – our bestperforming one to date.”
While the original construction of the Marsden Park facility pre-dates IKEA’s more recent build-to-sustainability standards, Renea confirms the site still performs at a high level operationally. The facility diverts 98 per cent of its waste from landfill and ranks as the company’s best-performing site in Australia on key sustainability metrics.
This performance is underpinned by a suite of supporting sustainability measures beyond the visible infrastructure.
Since the 2016 financial year, IKEA Australia has achieved an 89 per cent reduction in its operational climate footprint, all while growing revenue by 68 per cent. The company attributes this to its strategic alignment of environmental goals with long-term business planning, reinforcing that environmental responsibility can coexist with commercial growth.
In FY24, IKEA also reached 100 per cent renewable electricity use in its Australian retail operations. This was achieved through a combination of on-site solar generation and the
resold via its Buy Back service. The company also reduced its food waste by 37 per cent since 2021, highlighting
The Marsden Park facility, IKEA’s first purpose-built distribution centre in Australia, now also serves as its most sustainable, thanks to recent solar and battery upgrades.
WHY AUSTRALIA’S SUPPLY CHAIN SECTOR MUST UNITE AGAINST CYBER THREATS
The weakest link is the most dangerous – collaboration, governance, and proactive defence are vital against cyber threats.
The supply chain, logistics, and transport sectors are a high-value target for cyber-attacks due to their critical role in Australia’s economy and infrastructure. From ransomware attacks on major players like Toll Group, to rising cyber intrusion attempts on shipping and freight forwarding companies at Australian ports, the threat landscape is increasingly volatile. Even smaller third-party logistics (3PL) providers have been hit, with breaches exposing sensitive customer data and disrupting operations. If you are reading this, it means you are not immune to cyber threats.
David Sandell, Co-Founder and CEO of CI-ISAC. Image: CI-ISAC
It’s a concerning reality: logistics systems are increasingly digitised, interconnected, and reliant on technologies such as track and trace, EDI platforms, warehouse management systems and just-in-time delivery tools. These conveniences also create vulnerabilities - and cybercriminals are taking note.
In complex supply chain ecosystems, security is only as strong as the weakest link. Attackers exploit points of entry through smaller, less secure vendors, using them as springboards into larger networks. Legacy systems, inconsistent patching, and siloed approaches to cybersecurity across supply chain partners increase exposure.
In one instance, a hidden backdoor (a secret entrance for hackers) was planted in a common software tool that is part of Linux, which powers many supply chain and logistics systems worldwide. The backdoor wasn’t found through normal security checks. Instead, someone noticed that a database was running slower than usual and decided to investigate why. By pure chance, they discovered the hidden threat while looking into the performance issue.
What makes this concerning is that this wasn’t a simple hack. Someone (likely backed by a government) spent years carefully planning this attack and secretly inserting the dangerous code.
If this hidden backdoor hadn’t been accidentally discovered, it could have affected countless businesses and their operations. It was simply good luck that prevented what could have been a major security disaster.
Even if organisations do the right thing, they can still be impacted. For instance, during the 2023 data breaches related to the MOVEit file-transfer
service, Colorado State University had its data exposed on six separate occasions, and it was not a MOVEit customer – its suppliers were. Through no fault of its own, the university had to deal with the impacts of multiple breaches.
CI-ISAC has observed the same gang behind MOVEit as being among a number of ransomware actors targeting Australian logistics companies in 2025. Taken together, it shows threat actors have grown more sophisticated. Gone are the days of crude malware blasts. Today’s cybercriminals are strategic and stealthy, ‘living off the land’ by using legitimate credentials and system tools to avoid detection while they harvest data or quietly disrupt operations.
PRACTICAL STEPS FOR STRONGER DEFENCES
So, what steps should the supply chain industry be taking to shore up its defences?
As a priority, the supply chain industry should be enforcing multifactor-authentication (MFA) on corporate accounts – identity-based attacks via phishing or externally accessible systems present one of the most commonly abused attack vectors.
Second, another important step is segmenting networks, particularly IT and operational environments, to reduce the blast radius of an attack and contain the damage to one segment of the network. A good example is keeping IoT devices such as cameras, which are notoriously vulnerable and never updated by vendors, separate from the more valuable resources of an organisation.
should determine the level of risk that would be introduced. Issues such as how regularly products are updated, how previous security issues have been responded to (were they quickly taken seriously?), and knowing if the vendor can supply a full software bill of materials for its products should be considered. Once selected, organisations should also conduct regular threat assessments to identify and remediate vulnerabilities and ensure standards and KPIs remain high.
Finally, running incident response exercises is critical, ensuring that actions and communications that teams need to do when under attack become second nature. These sorts of tabletop exercises should look to involve representatives from as much of the organisation as possible. If you do not think your legal and finance teams need to be involved in breach response, just ask someone who has suffered from such an attack.
GOING IT ALONE NO LONGER WORKS
It’s also important to realise that going it alone is no longer enough. Despite the scale of the threat, many organisations still take an individualistic approach to cybersecurity. This mindset is both outdated and actively dangerous.
Unlike cybercriminals, who freely share knowledge and techniques on dark web forums, legitimate businesses too often keep breaches and threat intelligence to themselves. This lack of information-sharing gives attackers the upper hand.
of the industry joining them. All this does is leave another sector to become easy prey, and the threat remains, only now richer from its plundering.
What’s needed instead is a united front. Collaboration across organisations and sectors is vital to improving cyber resilience, which is where organisations like CI-ISAC come in. For example, a banking member may observe a new sophisticated social engineering campaign targeting its support desk. By sharing this information with CI-ISAC, an advisory is swiftly issued to support the manufacturing sector with actionable recommendations on how to identify and mitigate against this threat.
By providing secure cyber threat intelligence (CTI) sharing services, CI-ISAC helps businesses understand threats in context, with intelligence tailored to the realities of operational environments. Members can also learn from incidents anonymously and without stigma, so the sector doesn’t keep repeating the same mistakes.
IT’S TIME TO THINK BEYOND PENALTIES AND COMPLIANCE
Regulatory pressures, including those under the Security of Critical Infrastructure (SOCI) Act, are rightly increasing, but compliance alone will not stop cybercriminals.
Improving supply chain cybersecurity governance is also key, ensuring vendors and partners adhere to baseline security standards. When a new vendor is introduced, as part of cyber due diligence, organisations
Threat actors also do not confine themselves to only attacking certain sectors or organisation types. If the offence is acting one way against everyone and winning, defenders should not limit themselves to the old divisions and expect a positive result. It makes no sense for one sector to raise its shields and be on alert without the rest
ABOUT DAVID SANDELL, CO-FOUNDER AND CEO OF CI-ISAC:
Ultimately, supply chain businesses face a choice. They can continue operating in silos and leave themselves exposed to preventable cyber threats, or they can collaborate, share intelligence and strengthen their collective defences.
The latter path is not just about avoiding disruption or protecting reputations. It is about safeguarding Australia’s economic security and ensuring that vital goods continue to move safely and efficiently, no matter what challenges emerge in the digital domain. ■
David Sandell is the CEO of CI-ISAC, a not-for-profit organisation providing cyber threat intelligence (CTI) sharing services to members across Australia’s 11 critical infrastructure sectors, government and suppliers. It provides a cyber ‘neighbourhood watch’ that allows the supply chain and logistics industry and other sectors to share relevant information on cyber threats, while also benefiting from insights gained from across other critical infrastructure sectors.
To learn more, visit: https://ci-isac.org.au/
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AUSTRALIA’S SUPPLY CHAIN WORKFORCE CRISIS IS A CALL TO LEAD –NOT LAG
BY SUE TOMIC CHAIR, SCLAA | CHIEF STRATEGY OFFICER BOARD ADVISOR – UNIVERSITY OF SYDNEY BUSINESS SCHOOL (INSTITUTE OF TRANSPORT & LOGISTICS STUDIES).
Australia’s supply chain sector is expanding rapidly – but our workforce pipeline is struggling to keep up. While this growth signals opportunity, it also reveals a structural vulnerability: we are critically short of skilled professionals ready to lead in an era defined by complexity, automation, and change.
Global disruptions, technological acceleration, and demographic shifts have created a perfect storm. Yet, amid the challenges lies a powerful opportunity for organisations to reframe their approach to workforce development – and act decisively.
THE NUMBERS ARE CLEAR
The data paints a vivid picture:
• Jobs in supply, distribution, and procurement are forecast to grow by 16.6 per cent by 2033
• The transport and logistics sector is expected to hit $171.9 billion by 2027
• More than 2,700 logistics jobs were listed as vacant in January 2025 alone
Despite this demand, we’re facing
one of the tightest labour markets in decades – driven by population growth, infrastructure investment, and the rapid evolution of e-commerce and global trade.
And infrastructure isn’t slowing down. Australia’s industrial vacancy rate remains one of the lowest in the world at 2.5 per cent. Gross take-up in Q1 2025 was up 22 per cent year-onyear, and Melbourne leads the charge in national floorspace leasing. The 2025 supply pipeline is projected to exceed the long-run average by 18 per cent – a strong indicator of ongoing expansion across warehousing, manufacturing, and freight.
Yet, talent pipelines are not keeping pace. This isn’t just a recruitment issue, it’s a strategic imperative.
TECHNOLOGY IS NOT THE ENEMY – IT’S THE GAP
The real disruption isn’t technology. It’s our collective unpreparedness for it. AI, automation, and advanced data systems are reshaping how supply chains function, but our workforce isn’t
equipped to move with the same speed. Workforce development must evolve beyond technical skills. We need professionals who can lead transformation, analyse risk in real time, and drive strategic decisions under pressure.
Yet as automation and data-driven systems roll out across warehouses, distribution centres and procurement teams, many professionals remain unsure how to upskill, adapt, or progress. The pace of change has simply outstripped our systems of support.
WHY THE TALENT SHORTAGE PERSISTS
We’re not just short of workers – we’re short of direction. Too many emerging professionals are entering the sector with ambition, only to encounter vague pathways and limited guidance. Retention is being challenged by:
• Uncertainty around long-term career progression
• R ising labour costs and availability constraints
Sue Tomic, Chair, SCLAA. Image: SCLAA
• Skill mismatches created by rapid technological integration
Labour costs continue to rise –adding pressure on logistics operators to deliver more with less. In response, many are turning to automation not just as a value-add, but as a survival strategy. However, without the right human capability to manage, integrate, and improve these systems, the benefits will stall.
As Chair of the SCLAA, I’ve seen firsthand how cross-sector dialogue, and investment in people can reshape what’s possible. By connecting training and education institutions with industry and rising professionals with seasoned industry leaders, we unlock career clarity, improve retention, and facilitate the kind of leadership development our sector needs to thrive.
We advocate for industry to government and the education sector and will continue to collaborate and provide insights on emerging people
Australia’s logistics sector grows, but skilled talent remains in short supply. Image: NicoElNino/stock.adobe.com
resource issues affecting supply chain and logistics.
SKILLS CRISIS = CAREER OPPORTUNITY
Let’s reframe this moment. The skills shortage isn’t a roadblock – it’s a launchpad.
With an estimated 150,000 new supply chain workers needed by 2025, this is one of the few industries where career progression can move faster than the market itself.
For organisations, this means doubling down on people development. For professionals, it’s a rare chance to step into a sector where the appetite for growth is matched by opportunity.
THE PATH FORWARD IS COLLABORATIVE
No single player can solve this alone, but together, we can shape the future. Australia must prioritise:
• Collaboration between industry,
education, and government
• Investment in modular, tech-forward learning that adapts with change
• Clear career pathways that show where a logistics career can lead –from entry level to executive
We must also build more resilient and sovereign supply chains – ones that can withstand global uncertainty and ensure local continuity. Strengthening domestic capabilities, diversifying labour sources, and securing a pipeline of future talent isn’t just good policy, it’s essential strategy.
Above all, we need to rethink the value of human capital. Our people are our greatest competitive advantage. Investing in them isn’t a cost – it’s the key to unlocking a more resilient, sovereign, and agile supply chain future.
The workforce challenge is real. But so is the opportunity to lead, to mentor, to build something stronger than before.
Let’s not waste it. ■
experience. She recently joined Ferag AG as Finance Manager for the APAC region. With extensive expertise in Australian and New Zealand accounting and taxation legislation, Olga has worked across a variety of business environments. She specialises in financial analysis, budgeting, forecasting, and reporting, bringing strong leadership to her team and valuable insights to her new role.
pitch to Hamish McGregor, Managing Director 12 months. Hari values Southwell’s supportive
