When consolidating its multiple Brisbane sites into the new Heathwood DC, Asahi made the decision to upgrade from previously very labour-intensive operations to a fully automated warehouse solution, eliminating manual handling of pallets.
With the introduction of a satellite ASRS solution, Dematic helped Asahi maximise storage capacity, reduce operating costs, and improve efficiency and productivity to better meet the needs of its customers.
Read
and watch the video at Dematic.com
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As the pace of change accelerates across the supply chain sector, it’s clear that adaptability and forward thinking are no longer optional – they’re essential. In this issue of MHD Supply Chain Solutions, we shine a light on organisations re-evaluating their strategies and capabilities to meet the demands of an increasingly complex global landscape.
DHL’s leadership change in its Life Sciences and Healthcare division reflects a wider trend among multinationals: appointing leaders with deep vertical expertise and digital-first mindsets. As supply chains grow more data-driven, agile leadership will play a critical role in navigating evolving customer needs, compliance requirements, and technology integrations – particularly in sensitive sectors like healthcare logistics.
Closer to home, IKEA’s new rooftop solar project in Marsden Park is another clear signal that sustainability is no longer just a branding exercise – it’s now a pillar of operational planning. By investing in onsite renewable energy generation at the warehouse level, IKEA is demonstrating how the logistics sector can take tangible steps to reduce emissions while improving cost efficiencies. It’s an approach other large-scale facilities may soon need to consider, particularly as ESG expectations rise across procurement channels and consumer markets.
On the property front, Stockland’s opening of three new warehouse facilities at Altona Industrial Estate underlines the enduring strength of Melbourne’s western industrial corridor. With growing pressure on supply chain resilience and last-mile performance, these investments in flexible, well-connected warehousing infrastructure are helping businesses reduce delivery times, scale with demand, and build operational redundancy.
Meanwhile, Maersk’s global analysis of supply chain “game changers” adds valuable perspective on macro forces shaping the future. From the rise of nearshoring and the growing adoption of AI and automation to the importance of visibility across extended supplier networks – these factors are not just headline trends, but real shifts demanding immediate action at the operational and strategic levels.
What these stories share is a common theme: transformation that’s not reactive, but proactive. It’s about looking ahead – whether through clean energy investments, building smarter infrastructure, or putting the right people in the right leadership roles.
For supply chain professionals across Australia and the wider region, the takeaway is clear: this is a time to rethink what resilience, performance, and growth look like. That could mean reevaluating energy use in your warehouses, strengthening relationships with your logistics partners, or upskilling your team to keep pace with the latest technologies.
We hope you enjoy the May edition.
Phillip Hazell
Every Toyota forklift we sell is built with the same precision and famous advanced manufacturing technologies as Toyota’s automotive products. But we don’t just say it, we’ve demonstrated it for over 60 years. That’s why when you choose to partner with Toyota Material Handling, you’re choosing our legendary quality, durability and reliability. You also get the ongoing support of Australia’s most dedicated service and parts network, and that’s just part of the Toyota Forklift Advantage.
12 TMHA deploys cold-ready electric forklift fleet across 12 Americold sites.
29 Prological highlights how Ferrari’s leadership transition can benefit the industry.
39 Brennan IT addresses the hype surrounding artificial intelligence.
43 ITC develops $1.6B Melbourne terminal, boosting freight efficiency.
46 Adiona showcases how its route optimisation technology boosts client efficiency.
TMHA partners with Americold to deploy a cold-ready fleet of 530 material handling units across 12 sites nationwide, enhancing
32 Balyo brings scalable AGV automation to modern warehouses.
19 NEOS by Argon & Co transforms Pan Pac.
22 BHD’s journey reflects decades of evolving expertise and innovation.
25 Automate-X makes warehouse automation accessible for growing SMEs.
35 Extolla and Attabotics reshape fulfilment with vertical automation.
48 Rack and Shelf Labels unveils new Loc Builder software for streamlined warehouse labelling.
03 Ed’s letter 06 Industry News
50 Women in Industry Awards celebrate outstanding achievements across Australia’s industrial sectors.
52 Association Commentary: ASCI
54 Association Commentary: SCLAA
56 People on the Move
58 Product Showcase
Port logistics are under scrutiny as regulators assess impact of vertical integration on container transport competition. Image: Timon/stock.adobe.com
Following DP World Australia’s proposed acquisition of Silk Logistics, the ACCC has outlined preliminary concerns pertaining to charges and quality of terminal services, and conditional discounts affecting rival providers.
The proposed acquisition would result in DP World Australia, a container stevedore, owning a national container transport provider.
DP World Australia operates container stevedores at the Ports of Botany (Sydney), Melbourne, Brisbane and Fremantle, servicing approximately a third of the containers processed at these ports.
At this stage, Silk Logistics hauls import and export containers using
trucks to and from the ports where DP World Australia is operational.
“We have heard concerns that DP World’s ownership of a national container transport provider is likely to reduce competition in the supply of container transport services,” ACCC Commissioner Dr Philip Williams said.
“Our review is focused on DP World Australia’s ability and incentive to either increase terminal fees or worsen the quality of terminal services for container transport providers that compete with Silk, after the acquisition.”
The concern of the ACCC is DP World Australia’s post-acquisition ability and incentive to offer discounts on the combined procurement of container
transport services. In the ACCC’s preliminary view, such discounts are a concern if they amount to below cost. According to the ACCC, this is likely to have the effect of foreclosing nonintegrated rival container transport providers to compete effectively.
“This is because a discounting strategy involving below-cost prices could reduce container transport competition allowing a combined DP World Australia and Silk to raise prices later.” Williams explained.
The ACCC’s container stevedoring monitoring role has helped inform the ACCC’s preliminary views. Currently, there is limited competition between stevedores on terminal charges to container transport providers. ■
Stockland has opened four new architecturally designed warehouses at its Altona Industrial Estate in Melbourne’s inner western logistics corridor. The new facilities provide 46,000 square metres of warehouse and office space.
The new tenants at the estate include Putzmeister, a global construction machinery and equipment company; Krannich Solar, an international renewable energy company; Comcater, an Australian commercial catering equipment provider; Mojo Motorcycles, part of the Motorcycle Holdings Group; and Pony Xpress, a family-owned agricultural product distribution company.
Stockland marked the opening of the warehouses with an event attended by the Honourable Melissa Horne, Minister for Ports and Freight, Roads and Road Safety, and Health Infrastructure.
According to Craig Lenarduzzi, Stockland’s Head of Logistics Development, the new buildings have been well received due to the limited supply of new logistics facilities in the inner west corridor. He noted that the estate’s location near the Port of Melbourne, the Princes Freeway, and the Western Ring Road supports the efficient movement of goods from businesses to consumers.
The warehouses were designed by Watson Young Architects and
incorporate carbon reduction strategies, including the use of low carbon products such as green concrete, achieving a 22 per cent reduction in embodied carbon. The buildings are aiming for a 5 Star Green Star rating from the Green Building Council of Australia, featuring energy-efficient water and electrical fixtures and access to green power through a local embedded network.
The new warehouses contribute to a total of nine warehouses on the 15-hectare site. The estate includes a 1.1MW rooftop solar installation developed in partnership with Energy Bay, generating power for Stockland’s commercial buildings. ■
Maersk has published a new Logistics Trend Map report to help global supply chains focus on the most relevant trends and game changers for future supply chain management.
With tariffs, political tensions and conflicts, inflation and recession risk, changing consumer behaviour and underlying challenges like digitalisation and AI, businesses globally are faced with uncertainty and unpredictability.
The report is based on comprehensive data analysis by the partner Statista, as well as quality expert interviews and insights from more than 500 industry logistics
leaders. The report has not only identified trends, but also the relevance and level of industry adoption of each trend.
From a list of 30 identified areas, the Logistics Trend Map came up with the top ten most relevant topics. The ten are: supply chain visibility, Internet of Things, supply chain diversification, financial resilience, digital transformation, cyber security, lastmile delivery, E-Commerce, circular economy and AI.
These top ten rated topics and their impact on supply chain management vary significantly across the geographical regions and eight industry verticals (retail, automotive, chemicals,
pharma & healthcare, lifestyle & fashion, perishables, technology and FMCG)
“In an increasingly complex and challenging world, staying ahead in logistics has never been more critical,” says Karsten Kildahl, Chief Commercial Officer (CCO) at Maersk.
“The question is no longer whether companies will face disruption in their supply chains, but how they can constantly and effectively navigate them. Identifying and analysing trends therefore enables businesses to stay competitive in a dynamic industry.”
The Logistics Trend Map offers actionable insights on how to leverage trends to solve problems and unlock growth opportunities. ■
Making sure your facility is automation ready from the outset can save significant time, effort, and complexity later on. At Vanderlande, we bring extensive experience across both brownfield and greenfield projects, so choosing a partner who can guide and streamline through this part of the journey is essential to long-term success.
Whether it’s our roaming shuttle technology with ADAPTO, or our proven sortation systems like the Crossorter and Posisorter, we understand what it takes to ensure a seamless installation. Getting the specifications right from the start isn’t just helpful, it can be a game changer.
Learn more at www.vanderlande.com/warehousing/systems/
Toyota Material Handling Australia has partnered with Americold to deploy a cold-ready Toyota forklift fleet across 12 national sites.
Cold chain logistics provider, Americold, has awarded a national tender to Toyota Materials Handling Australia (TMHA) to supply a fleet of material handling equipment across multiple sites.
Americold opened the tender for applicants in late 2022 to upgrade its fleet of equipment.
As operational demands evolved, the company began exploring emerging technologies to support ongoing reliability, operator comfort, and safety – particularly in the challenging conditions of cold chain logistics and storage environments.
Initially, Americold shortlisted four potential suppliers, before awarding the tender to TMHA.
“Toyota presented a compelling case across several key areas – and it wasn’t just about price,” says Jonathan Bolton, Vice President of Operations Support APAC, Americold. “While cost is always
a factor, having been in the logistics industry for a long time, I know that decisions based purely on price can lead to a race to the bottom – and ultimately, you get what you pay for”.
“For us, it was also about service capability, aftersales support, and the reliability of the equipment” he added.
After a 12-month evaluation process that involved detailed site visits, stakeholder engagement, and hands-on equipment demonstrations, TMHA emerged as the successful bidder.
The Moorebank facility, also known as Toyota Material Handling Australia’s Customer Experience Centre, played a pivotal role during the Americold tender process. It served as the central location for an immersive, hands-on evaluation day, to where Americold flew in team members from across their Australian and New Zealand operations.
Hosted by TMHA representatives
including Corporate Account Manager
Brent Heib, Raj Gabbi, and members of the senior executive team, the visit to the Moorebank facility was a key milestone in the evaluation process.
Designed to offer a comprehensive understanding of Toyota Material Handling Australia’s capabilities and values, the day gave Americold stakeholders a firsthand look at what a long-term partnership with TMHA would look like.
Americold attendees were given the opportunity to experience interactive equipment demonstrations, allowing them to observe the machinery in action and gain a practical feel for how it would perform in a cold storage environment. As Jonathan explained, Toyota’s open approach left a strong impression.
“The first thing that stood out, for us, was how Toyota gave our team full access to test the equipment firsthand,”
he says. “They encouraged our operators to drive the different units, assess which models best suited our operations, and evaluate the available technology across the fleet”.
“Just as importantly, Toyota demonstrated their ability to maintain and service that equipment over the long term. It was clear that Toyota wasn’t just looking to win the tender – they were genuinely interested in building a long-term partnership with Americold.”
Brent explained that this focus on
long-term collaboration, rather than a transactional sale, was central to Toyota’s pitch.
“We just really wanted to show Americold what we’re all about – that we weren’t just trying to sell them forklifts, but that we were keen to partner with them for the long term,” he says.
The new Toyota forklift fleet features a range of electric materials handling equipment tailored to the demands
of cold chain logistics and storage operations.
At the core are RE160H reach trucks, OSE250 low-level order pickers, and electric counterbalance forklifts from the 8FBE and 8FBN series – all selected to meet Americold’s specific site and operational needs. The rollout also included upgrades to battery infrastructure across several locations, with selected sites transitioning to Thin Plate Pure Lead (TPPL) battery systems in partnership with Enersys.
Additional enhancements to battery
room facilities were delivered in collaboration with Philadelphia Scientific, supporting improved efficiency and long-term fleet performance. In total, the fleet rollout includes 530 materials handling units, which were fully deployed last month. A second phase of approximately 200 additional units is expected to follow in 2026 and 2027, contingent on the performance and outcomes of the initial rollout. The Rollout began in Tasmania, followed by Western Australia, Queensland, New South Wales, and
Victoria. In total, 12 sites across Australia are being equipped with the new fleet, tailored to the operational needs of each location.
While most states saw smooth implementation, New South Wales presented some logistical challenges due to space constraints and the transition from the previous equipment.
“In New South Wales, the main challenge was logistical – coordinating the removal of the incumbent fleet while ensuring there was enough space to stage batteries, trucks, and incoming deliveries,” Brent explained. “But overall, the rollout has gone really smoothly.”
In Queensland, minor delays were experienced due to lead times on American-built equipment, though this was mitigated by TMHA’s provision of short-term rental units to maintain continuity. Brent explained that TMHA met the challenge with a proactive and flexible approach, ensuring disruptions were kept to a minimum.
“TMHA addressed the issue proactively, keeping Americold informed and supplying short-term rental units to maintain operations,” Jonathan says.
“We’re still supporting a few sites with rental gear, supplementing any shortfalls to ensure continuity” Brent added. .”
Despite the scale and complexity of the deployment, TMHA’s local support teams, site-level familiarisation training, and ongoing collaboration with Americold helped ensure a smooth transition at each location.
“It’s been excellent,” said Jonathan. “We started the rollout in Western Australia just before Christmas, which is when we see our highest volumes. In WA – and across all states – we service major retail and quick service restaurant customers, so it’s a peak period”.
“If there had been any issues during the changeover, it could have impacted our ability to supply customers and keep food on the shelves in supermarkets. But we had confidence in Toyota’s ability to support us through that transition, and it went seamlessly. We were very happy with the result in WA, and from there, we were able to continue the rollout across the eastern states”.
“It’s been a really good project. There’s still more equipment to come,
but we’re very happy with how it’s been managed so far.”
Operating in sub-zero environments placed additional demands on the equipment selected for Americold’s fleet. One of the key requirements outlined in the tender was that all units be suitable for use in cold storage and freezer conditions, with the durability and design to maintain performance in temperatures as low as −25 °C.
“Much of our equipment runs in freezer environments at −22 °C, and in chillers at 4° C,” Jonathan said. “That creates a unique set of challenges – not only in terms of battery life, but also in how components respond to those conditions over time.”
To meet these demands, Toyota supplied equipment configured for low-temperature use, with compatible components, robust seals, and battery technology suited to extended operation in cold environments. These features were critical to ensuring reliable performance across Americold’s 24/7 high-volume distribution operations –where uptime is non-negotiable.
As with any national rollout of this scale, the transition came with a few early challenges – most notably around operator adjustment and some minor engineering refinements.
One of the primary hurdles was operator change management. Brent noted that many forklift operators were accustomed to the layout and controls of the previous equipment and even small differences – such as the location of a horn button – required a period of adaptation.
“We’re talking about muscle memory,” he explained. “Operators want to come in, and be able to service Americold’s customers without a dip in productivity – and when something changes, even slightly, it can take time to get used to.”
To smooth the transition, TMHA provided early units for familiarisation training at each site ahead of the full rollout. This gave operators the opportunity to get hands-on experience with the new fleet, reducing familiarisation time and potential downtime when the broader deployment commenced.
Warehouse staff conduct inventory checks supported by SAP EWM customisations tailored by NEOS. Image: Infini Craft/stock.adobe.com
NEOS began as go-live support for Pan Pac’s SAP S4 implementation. It now manages supply chain and operations support across SAP modules.
When New Zealand-based manufacturer Pan Pac Forest Products prepared to go live with SAP S4, its internal team recognised the risks of managing a complex logistics system without specialist support. The company turned to NEOS, initially for its expertise in Extended Warehouse Management (EWM), to ensure a stable and efficient transition.
NEOS began as go-live support for Pan Pac’s SAP S4 implementation. It now manages supply chain and operations support across SAP modules.
“We didn’t have the depth of knowledge internally to respond quickly if anything went wrong at go-live,” says Lisa Jury, IT Enterprise Systems Manager at Pan Pac. “Stock systems are time-sensitive, so we needed someone with deep experience on site.”
Pan Pac operates with complex logistics requirements, including a deconstruction process in one division and dual units of measure for pulp in another. These processes required specific customisation within EWM and integration with quality, production, and procurement modules.
NEOS supplied a consultant with specialised EWM knowledge who was
able to familiarise himself with Pan Pac’s customised environment.
“They only had about a month to get across the solution before arriving on site,” Lisa says. “It wasn’t just SAP knowledge – it was understanding supply chain terminology and challenging our processes when needed.”
According to Lisa, the partnership was effective from the outset, with the NEOS consultant providing real-time support and configuration expertise across multiple operational areas.
“They weren’t just providing answers – they were coaching our team and helping them understand how to use SAP properly,” she says.
NEOS’ involvement soon expanded beyond EWM. Within six months, it was engaged across inventory, quality, and production modules, helping Pan Pac resolve issues such as reconciliation problems between EWM and quality, and production reversals in customised processes.
“NEOS helped us identify and implement standard solution options and minimised enhancement and applied a best practice enhancement approach where a complex problem could not fit
to standard,” Lisa says. “That’s where we wanted to be – avoiding risk and complexity.”
Subhead: Navigating disruption
The context for the partnership’s rapid growth was made more urgent by external challenges. In early 2023, Pan Pac’s Napier site was impacted by Cyclone Gabrielle. Floodwaters submerged parts of the business under three metres of water, destroying inventory and infrastructure.
“Our go-live was pushed out by almost a year while the business rebuilt,” Lisa says. “We had to wait until production could resume, and when it did, we couldn’t afford further disruption. That’s why having the right support at go-live was so critical.”
NEOS not only helped avoid downtime but also demonstrated a capacity to stabilise processes at a vulnerable moment for the business.
“They were responsive, clear, and calm under pressure. Our staff trusted them,” she added.
Following the initial success, NEOS was also asked to support procurement
functionality, including taxonomy development and setup of contract management controls within SAP. This shift was part of a wider cost control initiative as Pan Pac sought to improve visibility into spending and re-establish operational discipline post-cyclone.
“They helped us implement contract functionality so we could link negotiated prices and approved contract values to real spend,” Lisa says. “That’s critical in a business where procurement affects every part of the operation.”
NEOS by Argon & Co is a supply chain systems integrator focused on bridging the gap between strategy and execution. Leveraging the resources and expertise of Argon & Co, NEOS delivers technology solutions that provide tangible business value through system integration excellence in market-leading products.
Its core focus includes Warehouse Management Systems (WMS) and Advanced Planning and Scheduling (APS) systems, with plans to expand further into areas such as Transportation Management Systems (TMS), Procureto-Pay (P2P), and Manufacturing.
Johnny Balich, SAP Practice Lead at NEOS, says the engagement grew naturally as trust was built.
“We didn’t come in trying to replace everything – we supported what was there and looked for areas where we could make it better,” he says. “It’s an open and transparent relationship. We challenge each other constructively.”
That constructive approach, Johnny says, is rooted in NEOS’ experience across both consulting and operational roles.
“None of us are career consultants – we’ve all worked in warehouses, on production lines, in procurement roles. We learned SAP from the business side,”
credibility quickly.
“Our production and supply chain staff have decades of experience,” Lisa says. “NEOS met them on their level. They speak the same language, and they’re not afraid to ask why a process exists.”
After stabilising post-go-live and expanding across operational modules, Pan Pac decided to reassess its support model. The business issued a request for quotation (RFQ) and received seven responses. Ultimately, it adopted a dual-vendor model – appointing NEOS as its SAP supply chain and operations partner, and another vendor to manage finance, sales, and analytics.
“We realised it was unrealistic to expect one partner to be strong in every area,” Lisa explains. “NEOS brought specialist supply chain capability and deep SAP operational understanding. That’s where we needed the most support.”
Johnny says the dual-model approach makes sense for mid-sized manufacturers with diverse needs.
“We don’t pretend to do everything. Our job is to go deep on what we know – supply chain, warehousing, operations. That clarity is good for the client and for us,” he says.
One of the contributions NEOS made, Lisa says, was in capability building. Rather than operating behind the scenes, NEOS made a point of showing Pan Pac staff how the system worked, the best practice enhancement approaches and how decisions were
NEOS showed us the ‘how’ behind every decision, from configuration changes to reporting logic,” she says. “That turned every support call into a coaching moment.”
The outcome has been a more confident in-house team, with better understanding of how to operate and adapt the SAP system over time.
The next step in the relationship is Pan Pac’s first SAP upgrade under the S/4HANA environment.
“It’s a bit daunting,” Lisa admits. “It’s a different discipline and change adoption challenge, as HANA requires you to stay current and keep solution version functionality updated.”
NEOS is already conducting a review of Pan Pac’s current SAP landscape, identifying areas where the solution could be simplified, standardised, or improved.
“We’ve seen pockets where it could be done better,” Johnny says. “We’re compiling that into a structured proposal, free of charge.”
That continuous improvement mindset, Johnny adds, is part of NEOS’ commitment to being a long-term partner.
“We don’t wait for the client to find the problem – we’re always looking for where things can be better,” he says.
For Lisa, the value of the relationship lies in how NEOS has embedded itself as both a problem-solver and a process challenger.
“They bring external insight into how other businesses operate, and they’re not afraid to suggest we do things differently,” she says. “It’s not just about keeping the lights on. It’s about raising the bar.”
Engineered for strength and versatility, BHD’s cantilever racking supports oversize and irregularly shaped loads across diverse sectors. Images: BHD
BHD evolves from its cantilever racking roots to a global supplier supporting modern warehouse and automation needs.
When Jack Frid imported a Spanish cantilever racking system into Australia in 1999, it was with the aim of improving storage at his timber yard in Clayton. At the time, long-length storage solutions were limited.
What set the imported Meca racking apart was its versatility and strength – it could accommodate oversize and irregularly shaped materials more effectively than standard pallet systems.
That first installation quickly attracted the attention of other timber
merchants, prompting Frid to begin importing the product for sale. The interest snowballed, forming the foundation of what would become BHD – a company known both locally and abroad for it engineered cantilever racking systems.
Initially operating under the name MECA Racking Solutions, the business became known across Australia for supplying cantilever systems to the timber, plumbing, building, and steel sectors. By 2006, with growing demand, MECA had established itself as a dedicated brand.
However, by 2018, the company recognised the need to evolve its market presence.
“MECA was synonymous with cantilever racking, but we had become more than that,” explains John Harrison, General Manager of the BHD rack project. “The rebrand to BHD signalled our capability beyond one product category and opened the door to broader racking and storage solutions.”
While cantilever racking remains the company’s core product, its applications have evolved. BHD now
supplies racking systems compliant with FEM (European) standards and tailored to Australian regulatory requirements, including seismic and wind loading considerations.
These racks are no longer confined to indoor storage; they are frequently adapted with roofing and cladding to form fully enclosed sheds and semipermanent structures.
“We build entire shed systems out of our racks,” John says. “It’s a modular approach to storage infrastructure.”
One of the company’s defining features is its vertically integrated model. Apart from the international shipping leg, BHD controls its entire supply chain – from design through to manufacturing and delivery. This approach allows for tighter quality control and more agile production scheduling, which can be critical for custom jobs or large-scale orders.
The company currently operates four manufacturing facilities – two in China and two in Vietnam – which support production across a range of storage system specifications. This production capacity underpins BHD’s ability to meet demand across both local and international markets.
“We’ve structured ourselves to scale when needed,” says John. “Whether it’s a one-off solution or a national rollout, we’ve got the capacity to deliver.”
BHD’s growth has not been limited
to the Australian market. Since 2021, the company has maintained a growing presence in the United States, operating from a base in Atlanta, Georgia. The office, which now includes warehousing and stockholding, allows the business to respond more effectively to North American demand.
“The reception in the US has been strong,” John says. “Having stock on the ground has been critical to building trust and improving lead times.”
This international footprint also positions BHD to support global integrators, especially those working across regions with shared infrastructure standards. While the company does not act as an integrator itself, it collaborates with automation providers to ensure racking compatibility with conveyors, robotic systems, and other smart warehouse components.
The push toward automation is one of the most notable shifts in the logistics and warehousing sector in recent years. John points to the surge in e-commerce and post-COVID supply chain pressures as key drivers behind the demand for higher storage density and more efficient material handling.
“There’s been a significant change in the way warehouses operate,” he says. “It’s not just about storing stock – it’s about how quickly and accurately
you can move it.”
To meet this demand, BHD has invested in equipment upgrades across its manufacturing sites and expanded its in-house design capabilities. The company is now producing racking systems that factor in not only weight loads and physical dimensions, but also compatibility with automation layouts and access points.
“Designing for integration is the next frontier,” John adds. “We’re working to ensure that our systems don’t just store – they support movement, retrieval, and optimisation.”
Also, rather than offering off-theshelf solutions, BHD places emphasis on site-specific design. Each project begins with a technical consultation to map out customer requirements and environmental constraints.
“Every site is different,” says John. “We work closely with clients to ensure the final solution is fit-forpurpose – whether it’s a coastal yard storing pipe or a metro warehouse integrating pick-to-light systems.”
Despite this focus on tailored solutions, BHD remains a high-volume manufacturer. This dual capability – to customise and to scale – reflects the company’s maturity and operational flexibility.
It also allows BHD to service clients across a range of industries, including building materials, steel distribution, infrastructure, and third-party logistics.
Looking ahead, BHD anticipates increased demand for hybrid storage systems that blend static and dynamic elements, along with growing interest in racking with embedded technology. While the company has no immediate plans to move into software or automation controls, it continues explore opportunities for closer integration with those who do.
Ultimately, what began as a smallscale import operation has grown into a global supplier of long-length storage systems, built on two decades of technical refinement and customer focus.
With a diversified manufacturing base, end-to-end supply chain control, and a strong presence in emerging logistics markets, BHD is positioning itself to support the next generation of warehouse infrastructure.
One local example is Davis Food Distribution, who turned to Automate-X to help them maximise its pallet storage efficiency without the need for a major warehouse expansion. By implementing a mobile robotic four-way shuttle solution, Davis streamlined operations and increased throughput – all without blowing the budget or disrupting dayto-day activity.
Another case involves a logistics startup that built its operations around a Geek+ shelf-to-person solution from the outset. By designing its warehouse with automation at its core, the startup was able to offer fast, accurate, and scalable fulfilment from day one – all while keeping their team lean and agile.
“A lot of businesses look at automation later, once they grow,” Jordan explained. “But this client was different. They knew from the start that if they wanted to grow at speed, they’d need the right technology. It’s the same approach Amazon took – they wouldn’t be where they are today without fast, scalable automation.”
solutions that address the unique challenges faced by SMEs. Its approach emphasises flexibility, allowing businesses to implement automation at a pace that aligns with their growth trajectories.
Automate-X has completed three projects for the startup to date, with another currently in implementation. Their ability to deploy quickly and scale effectively has made them a standout SME in the space.
Automate-X has been instrumental in making advanced automation
“We’re seeing more leads from small to medium businesses who are becoming the forerunners in this space,” Jordan added. “They want to be innovative, and our job is to educate them, guide them through the ROI, and show them how this tech can work for their business –whether they’re growing or just want to run more efficiently.”
Jordan also pointed out that the scalability of AMR solutions often surprises clients. “One example is a project we’re currently installing in
An automated shuttle system handles palletised goods, streamlining throughput for SMEs without warehouse expansion.
Geek+ AMRs recharge and coordinate seamlessly, supporting dynamic storage and fulfilment for fastgrowing operations.
new contract. It only added a small percentage to the overall cost but gave them much more capacity.”
The evolution of warehouse automation signifies a departure from the notion that such technologies are reserved for industry giants. With solutions from companies like Geek+ and integrators like Automate-X, SMEs can now harness the power of automation to enhance efficiency, accuracy, and scalability.
“Automation is accessible for any warehouse now,” Jordan concluded. “It’s not just about rapid growth ¬– it can help with everything from solving labour shortages to improving accuracy and reducing reliance on difficult working conditions. There’s a solution for everyone, and it starts with learning what’s possible.”
As the market continues to grow, the emphasis on flexible, scalable, and cost-effective solutions will become increasingly critical. SMEs that adopt these technologies position themselves competitively, ready to meet the dynamic demands of the modern supply chain landscape.
Ultimately, warehouse automation is no longer the exclusive domain of large corporations. The collaboration between Automate-X and Geek+ exemplifies how innovative technologies can be tailored to meet the needs of smaller distribution centres – ensuring that businesses of all sizes can thrive in an increasingly automated world. ■
Thanking the Australian supply chain industry for 15 years of support.
As we celebrate Prological Consulting's 15th anniversary, I find myself reflecting on our remarkable journey together.
The supply chain industry has been more than just a career for me—it's been a source of profound relationships and lifelong friendships.
To our clients and partners, your trust has been the foundation of our success, and I'm deeply grateful.
What truly defines Prological is not just our achievements, but the mutual respect we've built with our peers in the industry. This has enabled us to create enduring relationships and remarkable outcomes.
The projects that have inspired me most are those where we've innovated something entirely new. These moments of invention showcase Prological at its best. Our
commitment to "the art of the possible" has allowed us to deliver unique solutions that create lasting advantages for our clients.
As we mark this milestone, my heartfelt thanks go to the broader industry, our clients, and our dedicated team. To the Australian and New Zealand business communities—thank you for the opportunity to transform your supply chains with our unique experience and innovative approach.
Here's to our continued journey of collaboration and shared success.
With deepest gratitude,
Peter Jones Managing Director and Founder of Prological
Peter Jones, Founder and Managing Director, Prological.Image: Prological
view, it added something new that they hadn’t seen before.”
“When you come from another industry, the pacing frequencies are much higher,” Benedetto says.
In the tech sector, change occurs at lightning speed, a mentality that can benefit traditional industries adapting to today’s rapid transformations. Supply chain operations, increasingly driven by technological advancements, face similar challenges.
From automation to facility design, every aspect is evolving. Yet, many organisations continue to operate at a traditional pace, risking obsolescence within a few years if they fail to adapt.
This high-frequency thinking is also evident in the integration of technologies like AI and machine learning into supply chain management. By anticipating and responding to changes in real-time, supply chains can maintain a competitive edge, much like Ferrari did by embracing a technologydriven leadership approach.
While supply chain has gained strategic importance, organisational structures often lag. Senior supply chain professionals, though skilled, won’t always have the business acumen to influence board-level decisions rapidly. As Benedetto suggests, reassessment is vital.
Peter explains that regular maturity assessments are critical
in maintaining a competitive edge. Prological Consulting specialises in conducting these assessments to evaluate a company’s current capabilities, benchmark them against best practices, and identify opportunities for improvement.
“By benchmarking key metrics and updating strategies every few years, businesses can stay competitive. We guide companies to develop work programs that close identified gaps, keeping their supply chain capabilities relevant and robust and progressive,” Peter says.
Ferrari’s transformation under Vigna’s leadership is not just about changing strategies, but about evolving the entire approach to performance and innovation. In a similar way, modern supply chains, especially in warehousing and logistics, must continuously adapt to stay competitive.
Just as Ferrari found that through rethinking its legacy culture and practices to remain a leader, supply chain managers must embrace new technologies, processes, and perspectives to maintain operational efficiency and profitability.
Benedetto likens a Ferrari to a symphony of finely tuned components. Similarly, supply chain excellence involves a balanced integration of strategy, design, automation, and execution. Organisations must find their unique combination of these
elements to meet market needs.
For example, companies that balance digital innovation with practical logistics strategies often outperform those that focus solely on one aspect. The key is to ensure that technological advancements enhance rather than disrupt established processes.
Prological helps businesses strike this balance, ensuring that supply chain enhancements lead to sustainable improvements rather than isolated successes.
Supply chain remains one of the last areas of business where substantial efficiency gains still exist. Yet, complacency is a threat, particularly in an environment where success today does not guarantee success tomorrow. As Peter emphasises, companies must stay agile, curious, and prepared to challenge yesterday’s practices.
Vigna’s lesson resonates; success can be the enemy when it fosters complacency. In today’s supply chain landscape, maintaining the drive to innovate is crucial to avoid becoming obsolete, as happened to former giants like Blackberry, Kodak and others who once were market leaders. The focus must be on sustaining a mindset of continuous improvement, especially when business is thriving.
“The businesses that will be successful are those that embrace risk and innovation, rather than resting on past achievements. Success isn’t about repeating what once worked, but about continuously evolving and staying ahead,” says Peter.
“In the next decade, we’ll have companies that are either have and have nots based on their supply chain capability and the have nots will struggle to compete.”
The supply chain sector must embrace a mindset that values adaptability and curiosity over tradition. As Ferrari’s experience shows, sometimes the bold decision to break from convention can yield the most rewarding results.
Prological’s approach to maturity assessments and strategic innovation helps businesses make these decisive moves, maintaining their competitive edge. Peter says “we call this creating advantage” for the company’s clients through supply chain. ■
Balyo’s AGV range boosts warehouse efficiency with autonomous material handling solutions. Images: BALYO
As warehouses lag in automation, AGVs are emerging as crucial tools to boost efficiency, safety, and scalability.
The world is hurtling toward fullscale automation, yet warehouses remain stuck in the past. While manufacturing floors and supply chains embrace the digital revolution, many warehouses are still clinging to manual processes. This could be because the methods are safe and known. However, this strict adherence to the past is causing many warehouses to lose ground to competitors who have embraced focusing human assets on the most value-added work while embracing automation for the rest.
Warehouses are the backbone of modern logistics, and bottlenecks that hold up progress are also diminishing profits. The gap between what is possible with automation and what is happening in warehouses is costing businesses millions.
Despite all the buzz about smart factories and supply chains, predictive analytics, and AI-driven logistics, most warehouses are behind the curve of what’s possible. The numbers don’t lie:
• Only 20 per cent of manufacturers in Asia have fully integrated Industry
4.0 technologies. That means 80 per cent are still crawling when they could be sprinting.28 per cent of warehouses currently use automation – but that number is set to skyrocket to 79 per cent within five years. If
you’re not already adapting, you could be left behind. The global warehouse automation market was valued at $23.84 billion in 2023 and will more than double by 2030.
Warehouses that continue to operate manually will find themselves increasingly challenged in an industry that demands speed, accuracy, and flexibility, especially with today’s consumers’ instantaneous last-mile expectations. The reality is, that companies that fail to automate will struggle to meet demand, experience higher operational costs, and fall behind competitors who have embraced the future.
Some common misconceptions about adopting a new, automation strategy for warehousing:
Lack of digital talent – If your workforce isn’t trained in data analytics, automation, and AI integration, you’re already behind. The digital skills gap can be a killer, and the companies that don’t invest in training will fall behind the competition. Automation doesn’t just mean deploying robots – it means having people who understand how to optimise and manage an automated environment.
Resistance to change – Employees and
managers alike often resist automation, fearing job loss or operational upheaval. But the reality is that smart warehouses create higher-value jobs while eliminating repetitive tasks. Instead of moving pallets manually, workers can oversee automated systems, manage logistics data, and optimise workflows.
If your warehouse still relies on manual forklifts, and slow workflows, AGVs (Automated Guided Vehicles) are your first step toward the automated, new way to warehouse. Driverless, selfoperating, precision-driven robots are already transforming warehouses across the world – and the results are clear. Gone are the days of long and arduous deployments of simple floor-to floor
tugging or low-lift forklifts. Today’s AGVs are full-scale robots that are simple to deploy, easy to manage, and can reach heights of up to 17m.
For most warehouses, 33 per cent of the day is left in the dark. What if you could turn that slumber time into perpetual productivity? When the workers go home for the day, AGVs could be staging pallets for the next morning’s deliveries or plugging the holes in the Swiss cheese of your racking to optimise storage density and improve flows.
The right AGV solution can also eliminate the need for cycle counting –and its cost. In same-day fulfillment operations, overnight pre-staging can add an additional shipping wave on the same day.
AGVs work 24/7 without breaks, cutting order fulfillment times and reducing human errors. Efficiency gains of 30-40 per cent is now the norm. Same-day delivery is the expectation: slow and inefficient warehouses will be abandoned in favour of high-speed, automated facilities.
Labour shortages and rising wages are crippling warehouses. AGVs can eliminate up to 90 per cent of labour costs, ensuring consistent, reliable performance. They don’t need sick days, breaks, or training refreshers. They just work.
AGVs don’t get tired. They don’t make mistakes. They don’t cause accidents due to fatigue. Warehouses using AGVs see a reduction in workplace injuries and damage to goods. In an industry where forklift accidents account for thousands of injuries each year, automation is a game-changer.
AGVs adapt instantly, optimising
workflows in real time. Also, AGVs that are adapted from OEMs can be used in manual mode or are ready in back stock should you need more. There is no need to hire seasonal workers or struggle with training – scaling operations becomes seamless.
Driverless CB stacker: Suitable for inbound and outbound dock operations, LOWY CB automates pallet movements from receiving to storage and from storage to outbound staging. It can seamlessly integrate with existing facility to even load and unload from trailers/trucks for an integration of inbound and outbound processes.
BALYO’s (capped or uncapped? Needs to be consistent) ATL helps in cutting down labour dependency on critical dock operations and improving throughput by allowing warehouses to ship faster.
Driverless reach: Designed for narrow aisle operations up to 11m, Reachy, BALYO’s reach forklift, optimises storage space in brownfield warehouses where real estate is tight. It also plays a crucial role in supporting order picking operations, ensuring faster access to stored inventory with minimal human intervention for brownfield sites.
Driverless VNA (very narrow aisle turret): Built for high-density storage up to 17m, VNA AGVs help warehouses utilise previously unused vertical space, reducing the need for facility expansions. These robots are designed to handle large SKU volumes (up to 30 per) while maintaining precise inventory control.
By deploying these AGVs, operations
will grow as demand grows, putting those who utilise AGVs ahead of the curve. If a facility operates with fewer than three shifts, AGVs enable the company to run an extra full shift without additional labour costs. For 24/7 operations, they ensure consistent throughput across all shifts while saving up to 80 per cent of pallet movement costs.
AGVs are more than just their hardware. The software connectivity that seamlessly integrates into a Warehouse Management System (WMS) or Warehouse Control System (WCS) gives heightened control and insight for better decision-making and warehouse performance.
AGV software constantly refines operations, learning from warehouse traffic patterns and demand fluctuations to shave seconds off every movement – which adds up to a lot of savings over a 12-month period. The smartest warehouses will use this data not just to automate, but to optimise and predict future trends.
The best AGV control software connects with existing WMSs and Enterprise Resource Planning (ERP) tools, ensuring smooth, automated inventory tracking. No more guessing where stock is located, cycle counting or dealing with misplaced inventory – the system knows, and it moves products with robotic precision.
AGVs are just the beginning. As automation advances, warehouses are already integrating automated case and piece picking, AI-powered predictive analytics, and even autonomous drones for inventory tracking. An autonomous warehouse is not science fiction – it’s here.
Warehouses that refuse to modernise are doing themselves a disservice. AGVs and smart automation aren’t luxuries anymore – they’re survival tools.
By 2030, warehouses that fail to automate will be in the history books while those who invest in AGVs and software-driven optimisation will dominate the industry.
This is the future of warehousing. Are you ready to lead, or will you be left behind? ■
Speed up deliveries, rightsize your fleet, and improve asset utilisation with Adiona’s AI-powered route optimisation engine.
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Ground-level servicing on a Blade (V5) Robot ensures easier maintenance and minimises operational downtime. Images: Extolla
Attabotics and Extolla are revolutionising warehouse automation with high-density robotics and AI-powered fulfilment solutions.
Tundergoing a shift as companies look to enhance productivity, reduce operational costs, and meet the demands of e-commerce and omnichannel fulfilment. At the forefront of this transformation is Attabotics, a company that specialises in fulfilment technology that combines high-density, cubic automated storage and retrieval with built-in sortation, sequencing and buffering capabilities that tie directly to goods-to-person replenishment stations. As the APAC partner and system integrator for Attabotics, Extolla brings this innovative technology to the world’s fastest growing region.
TURNING WAREHOUSES FROM GROWTH INHIBITORS TO GROWTH MULTIPLIERS
The Attabotics system encompasses robots that climb vertical columns up
to nine metres tall and can access any tote in the system within 90 seconds. Attabotics can turn a warehouse from a growth inhibitor to a growth multiplier. Attabotics’ design minimises the physical footprint of a warehouse while maximising storage density. Robotic shuttles move seamlessly within the system to retrieve and deliver products to pick stations, reducing the time and labour involved in fulfilment.
Unlike competitor systems that require costly and time-consuming warehouse floor remediation, Attabotics eliminates this need, saving hundreds of thousands of dollars, avoiding operational downtime, and preventing issues such as dust spreading throughout the warehouse during the remediation. Additionally, Attabots (Attabotics’ robots) can be serviced at ground level, streamlining maintenance. And because inventory totes are stored not stacked
in the Attabotics storage grid, with each in their own easily accessible space, Attabots never need to dig for totes, never make any unproductive moves, and never need to reshuffle the deck for greater efficiency. Rather, they have an open pick face to every tote in the system. Attabotics totes are available in two tote sizes, one of which has the largest capacity on the market at 45kg – making it suitable for industries handling heavier products. The Attabotics system is both customisable, scalable and can be configured to fit any warehouse.
The system’s scalability and flexibility make it suitable for businesses facing warehouse space constraints or those needing to grow or accelerate their order fulfilment processes. With consumer expectations around rapid delivery growing, Attabotics offers a competitive edge by optimising throughput as
–Flexible Tenancy Options 5,000-33,464sqm*
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–15m* awnings to on-grade docks; 5m* awnings to recessed docks; 50m* wide shared hardstand, B-Double accessible –Combination of on-grade docks & recessed loading docks
Take a look inside the Attabotics system and you’ll nd a powerhouse of ful lment technology that combines high density, cubic automated storage and retrieval with built-in sortation, sequencing, and buffering capabilities that all tie directly to goods-to-person / replenishment stations. With robots that climb vertical columns up to 9-meters tall and can access any tote in the system in 90 seconds or less, Attabotics can turn your warehouse from a growth inhibitor to a growth multiplier – all while saving
you money and solidifying your standing with your customers as a go-to source for satisfaction. Simply put, Attabotics delivers ful lment... that delivers ful lment.
Come see us in Booth G34 at CeMAT and let us show you how you can reduce your cost per unit shipped with Attabotics.
Leaders across Australia gather to explore practical applications of AI in logistics at Brennan IT’s national forum series. Image: putilov_denis/stock.adobe.com
Brennan’s AI forums highlight the need for data readiness, micro innovation, and value alignment to scale AI in logistics.
rtificial intelligence (AI) continues to dominate strategy discussions across the logistics and supply chain sector. Yet despite the excitement, and an ever-expanding set of both theoretical and actual use cases, many organisations are still grappling with how to extract business value from AI.
That’s the challenge Brennan, Australia’s largest independently owned and operated technology systems integrator, has been tackling head-on through a national series of Data & AI Breakfasts.
With a track record of helping
businesses align technology with strategic outcomes, Brennan designed these forums to move the AI conversation beyond hype and into practical action.
Hosted by Steve Anderton, Brennan’s Head of Digital Solutions, the events brought together business and technology leaders from across the country.
The goal was simple: To connect and share with peers, learn where they are on their AI journey, gain insight on the AI landscape from across the industry, understand some of the opportunities and challenges, and take away ideas, concepts, approaches and strategies to
feed into your organisation’s AI journey.
Over the course of these sessions, a few themes came into focus – especially for logistics businesses seeking to move from proof-of-concept to production.
One of the recurring questions at the forums was: If AI offers so much potential, why are so few projects making it into production?
Data from Australian research firm, ADAPT, was included in the breakfast presentations, offering part of the answer. Despite high interest
in AI – and strong intent to invest – only around 5 per cent of AI proofof-concept initiatives actually reach production.
“There is no end of use cases in an organisation that could benefit from the application of AI. So why do only around 5 per cent of proof of concepts end up in production?,” the Brennan presentation posed. The answer? “Ultimately you have to align to business outcomes and value, then prove it.”
“Right now, Generative AI – think Microsoft Copilot and ChatGPT – is gobbling up all the attention,” Steve says. “It’s been positioned as a major productivity enabler, and we’ve seen some compelling use cases, particularly in the legal industry, where the use of Copilot to summarise contracts, run conflict of interest checks, and draft documents can deliver real efficiency gains.”
Steve also said he noted a challenge.
“Many CFOs told us they’re struggling to justify investments in Generative AI, simply because the ROI isn’t clear, and productivity gains are notoriously hard to measure. Unless you’re directly reducing headcount (which few organisations want to do), it’s tough to turn ‘giving people time back’ into a concrete business case.”
For the logistics industry, where margins are tight and efficiency is critical, that disconnect can be a roadblock. In contrast, AI embedded in core operational processes, like route planning, maintenance scheduling, and load optimisation often presents clearer picture.
As Steve explained, across the country, one message was repeated: AI is only as good as the data that powers it.
“Fragmented, siloed data remains a major barrier to scaling AI initiatives,” he says. “Without secure, scalable, and well-governed data architecture even the most promising AI projects are unlikely to deliver real value. We spoke to one customer who’s doing advanced work with AI, but even they admitted they’re struggling to scale because the underlying data infrastructure just isn’t where it needs to be.”
The presentations also echoed this
question: “To truly unlock the value of AI, you need to hand it the keys to your most valuable asset – your data. So, the real question is, is your data ready?”
Brennan encourages organisations to “treat data as a product to unlock enterprise value,” defining a data product as “a valuable, domainspecific dataset that is self-contained, discoverable and easily consumed by teams to solve business problems or drive informed decisions”.
Another key takeaway from the events is the importance of micro innovation as a pragmatic, iterative approach to AI.
“When it comes to AI, you don’t need to bet the farm,” Steve says. “One of the most popular approaches we discussed was the concept of micro innovation – starting small, rapidly ideating, prototyping, and testing AI use cases to prove value quickly, without overcommitting resources upfront.”
But what does a typical micro innovation journey look like? For Brennan, it includes:
• R apid Ideation: Use cases, value identification and thinking.
• R apid Validation: Validation and prioritisation.
• M VP and path to production: Build, refine, design, validate.
According to Brennan, this allows businesses to “rapidly prototype, test and validate to determine proof of value. This approach ensures that you do not over invest in concepts before they are proven and can accelerate value realisation of the real business opportunities you identify”.
The risks and concerns around AI were also a large part of the discussions.
“There’s also concern about the risks associated with AI. From privacy and compliance issues to the phenomenon known as AI ‘hallucinations’ (when models confidently make up incorrect answers), the potential downsides are real – and top of mind for many of the leaders we spoke to,” Steve says.
“One customer, for example, had temporarily turned off access to generative AI tools across their organisation due to fears around brand damage and regulatory risk. They’d seen employees unknowingly inputting sensitive information into public AI tools, raising serious data governance
and security concerns.”
While those concerns are seemingly valid, Brennan’s message is clear.
“While it’s important to be aware of these risks, it’s equally important not to let fear stop you from moving forward. AI can deliver huge benefits – if you focus on the right use cases and put the right guardrails in place,” Steve added.
The human side of AI adoption was another recurring theme during the presentation.
“There’s no question that AI will change jobs – but it won’t necessarily eliminate them,” Steve says. “Instead, we’re likely to see many roles evolve, with AI taking over repetitive, manual tasks and freeing people up to focus on higher-value, more strategic work.
“The bigger risk, in our view, isn’t that AI will take your job – it’s that someone who knows how to use AI might. That’s why building AI literacy across your organisation is so important. By empowering your people to understand and use AI tools in their everyday work, you can ensure that they’re part of the AI revolution, not left behind by it.”
To embed change at scale, culture must be part of the equation.
As Dave Stevens, Brennan’s founder and Managing Director, put it, “Technology alone can’t deliver business outcomes. Success also depends on your people – and your culture.
“One of the biggest barriers to innovation is human adoption, even the best-designed tool or process will fail if employees don’t use it.”
Brennan’s forums showed that while AI is a complex field, the path to success doesn’t require a moonshot. Instead, it requires the right use case, good data, a clear outcome, and a willingness to start small and learn fast. For supply chain and logistics leaders, that might mean using AI to improve last-mile delivery accuracy, predict spare parts demand, or reduce paperwork through natural language processing. Whatever the use case, Brennan’s message is consistent: cut through the noise, focus on value, and take a micro innovative approach to getting started. ■
Private investment delivers a new intermodal terminal in Melbourne, boosting freight efficiency, sustainability, and jobs.
The pandemic and associated constraints in global and domestic supply chains, and now the cost-of-living crisis, have placed a focus on the need for Australia to enhance the productivity and cost efficiency of its freight and logistics networks, operations and facilities.
In a boost to both the Victorian and national supply chains, the Intermodal Terminal Company (ITC), backed by Aware Super, is investing $400 million to deliver an intermodal terminal and IMEX facility in the heart of Melbourne’s northern industrial zone.
Aware Real Estate in partnership with Barings is also developing a major integrated industrial and logistics precinct – called the Melbourne Intermodal & Industrial Exchange (MIIX) – which neighbours the ITC terminal. For the first time in Victoria, future tenants of the ITC facility –called the Melbourne Intermodal Terminal (MIT) – will enjoy the benefits of co-located warehousing. In total, this integrated development will represent a privately funded investment of $1.6 billion in the Victorian freight and logistics sector – the largest in a generation.
ITC Chair and industry leader John Fullerton says the intermodal terminal being constructed in Melbourne’s north is progressing well with interstate intermodal and IMEX (port shuttle) operations due to commence in late 2025. He says intermodal terminals play a critical role in the efficient consolidation, storage and transfer of freight between rail, road and shipping, resulting in improved productivity and cost-efficiency for customers in the supply chain.
“Intermodal terminal capacity that’s located where the freight is, can also reduce traffic congestion and accidents, road pavement ‘wear and tear’ and help customers reduce emissions in supply chain operations and related services,” he says.
Twenty per cent of Melbourne’s containerised freight volumes are delivered to the city’s northern freight catchment. Image: ITC
forwarders, cargo owners and regional shippers – in accordance with a best practice open access regime.
John adds that the MIT is located to bring the future Inland Rail into the heart of an existing large industrial and logistics precinct in Melbourne.
“As someone who has been deeply involved in rail freight networks and
Inland Rail will depend on utilising ITC’s intermodal terminal at Somerton. A key premise of the future Inland Rail is to connect freight demand and volumes where they are concentrated,” he says.
ITC CEO Mishkel Maharaj says the company has achieved major construction and commercial
milestones, including completion of 75 per cent of the project, of which 95 per cent of the Inner Terminal is now built.
“The Inner Terminal features approximately 15 hectares of terminal hardstand and six rail sidings – two standard and four dual gauges (i.e. standard and broad) – to seamlessly provide ITC customers with the flexibility to transfer freight volumes between the Victorian and ARTC rail networks,” he says. “In the future, the Inner Terminal will have the capacity to process 600,000 TEUs each year.”
Once construction of the 45-hectare intermodal is complete, there will be more than 30 hectares of concrete terminal hardstands (equivalent to 14 MCG AFL fields), including 15 hectares at the Outer Terminal, providing an overall capacity to process approximately one million TEUs each year.
Installation of Konecrane railmounted gantry cranes – which are electric and can regenerate energy while lifting and loading containers – at the Inner Terminal is due to commence in May.
Mishkel says on the commercial front, ITC has received interest from Tier One organisations and recently entered into an agreement with rail freight operator Southern Shorthaul Railroad (SSR) for the provision of interstate, regional and port shuttle haulage services at the future MIT.
“Over the past two decades, SSR has developed a track record with customers in the intermodal and bulk freight sectors for safe, cost-efficient and reliable above-rail haulage operations,” he says.
Mishkel adds the future MIT is well positioned in the Victorian and national supply chains, including providing future customers like freight forwarders and regional shippers with direct access to major rail and road freight transport connections.
“The terminal’s ability to bring containers via rail directly from Port of Melbourne, Australia’s capital cities, and regional Victoria into the heart of an existing large industrial and logistics zone allows customers to save costs, avoid traffic congestion and lower their supply chain emissions,” he says.
Mishkel says the intermodal terminal
“best of both worlds” – direct access to ARTC’s 7,500-kilometre standardgauge interstate network and Victoria’s standard- and broad-gauge metropolitan (including the Port Rail Shuttle Network) and regional branch lines.
“Customers can ‘pull’ imports from the port on rail then repack and ‘push’ them back out across the country also on rail. Additionally, primary producers can use the terminal as a cargo assembly area in preparation for exporting their goods and commodities to global markets via the Port of Melbourne,” he says.
ITC Chief Commercial Officer Julian Zeltinger says approximately 20 per cent of Melbourne’s containerised freight volumes are currently delivered to the northern freight catchment.
“Customers of the MIT will benefit from co-located warehousing at the neighbouring MIIX, customs-bonded storage, an empty container park, and on-site facilities to wash, fumigate and repair shipping containers,” he says.
Julian says the terminal development is the first of its kind in Victoria, unlocking the future of rail freight for all, including for importers and exporters.
“Within the MIT there are a total of nine rail sidings under construction to facilitate the future decoupling and loading/unloading of 600-metre port shuttle services and 1,500- and 1,800metre interstate freight trains,” he says.
Beyond the immediate terminal precinct, it is estimated there is approximately three million square metres of warehousing capacity already located within a seven-kilometre radius of the MIT.
ITC Chief Operating Officer, Brendan Gibson, says future ITC freight customers will also benefit from the environmental and social credentials of
the MIT, including helping to reduce Scope 3 emissions for end customers in the supply chain like supermarket chains and retail businesses.
“ITC estimates the future MIT will help remove the equivalent of 500,000 truck trips each year off already heavily congested Melbourne streets, roads, and motorways, notably in inner city suburbs surrounding the Dynon and Docklands precincts,” he says.
ITC estimates removing this number of truck trips will help reduce emissions in the traditionally hard-to-abate national supply chain to the tune of 189,000 tonnes each year – equivalent to CO2 emissions from consuming approximately 64 million litres of diesel.
ITC Chief Development Officer Leigh Cook says 200 construction workers are on site in any given week, many of them living in Melbourne’s north close to Somerton.
“Completion of the Inner Terminal in late 2025 will directly employ approximately 20 skilled workers, notably gantry crane and reach stacker operators to load and unload cargo containers.
“With completion of the Outer Terminal, the entire intermodal terminal will employ approximately 60 staff. Other jobs generated by the MIT include freight train crews, truck drivers, forklift operators, freight controllers and dispatchers, and warehouse technicians,” he says. ■
Adiona Tech helps Australian companies achieve operational gains through adaptable route optimisation.
In a logistics landscape defined by constant change and rising customer expectations, route optimisation has shifted from a niche efficiency tool to a business-critical capability.
For Australian optimisation specialist Adiona Tech, this shift has created opportunities to work with a growing range of fleet operators looking to reduce overheads, enhance delivery performance, and strengthen service models.
Founded and based in Sydney, Adiona provides AI-powered route optimisation tools designed for medium to large enterprises. Its modular platform allows customers to integrate algorithmic routing solutions into existing systems with minimal disruption, offering a clear alternative to end-toend platforms that require full data migration and reconfiguration.
“The companies we work with aren’t looking to reinvent their operations overnight,” explains Richard Savoie,
CEO and Co-Founder of Adiona Tech. “What they need is the ability to solve specific, high-priority efficiency challenges – without having to overhaul their entire IT infrastructure.”
Adiona’s approach is based on flexibility. By embedding customisable APIs at targeted points within a company’s digital ecosystem, its optimisation tools can support both day-to-day routing and long-term
network planning. This layered methodology has proven attractive to organisations navigating complex distribution models or legacy systems.
Among Adiona’s recent clients is national courier service StarTrack Courier, which engaged the company in 2024 following a global search for suitable routing technology. According to Richard, the choice ultimately came down to Adiona’s blend of engine power, ease of use, and implementation speed.
“Large enterprises like StarTrack Courier are often juggling multiple tech deployments at once, so the ability to go live quickly – without major business disruption – is critical,” he says.
Adiona’s system enabled StarTrack Courier to rapidly optimise runs across selected parts of its delivery network, leading to improvements in on-time
performance, route efficiency, and customer visibility. The technology also provided transparency for service teams, allowing for faster responses to emerging delivery issues and more accurate data for strategic decisions.
Richard says these early gains helped StarTrack Courier retain key customers and win new business through more competitive and reliable delivery tenders.
“What our platform offered was not just routing performance, but clarity –clarity around resource use, emissions profiles, and delivery promises,” he says. “That’s what clients want when they’re looking to scale reliably.”
Encouraged by early results, StarTrack Courier has since begun expanding Adiona’s footprint across the broader Australia Post organisation, exploring additional ways to leverage the platform in both metropolitan and regional settings.
Another success story is Adiona’s work with Coca-Cola Europacific Partners (CCEP), where its routing tools were deployed as part of a broader transformation of the company’s bulk water division, Neverfail.
The engagement, which began in 2023, followed a period of operational change within the business. Neverfail required a solution that could improve delivery efficiency and service levels while supporting internal teams through a shifting business environment.
By integrating Adiona’s platform, Neverfail was able to manage its delivery network, reduce unnecessary vehicle use, and improve route consistency –all without forcing a reset of existing systems or processes. Richard credits this with helping to increase driver satisfaction and improve overall customer service scores across the division.
“Neverfail’s transformation wasn’t just about logistics,” he says. “It was about rebuilding confidence – internally and externally. Our tools played a part in that by making performance more measurable and predictable.”
Adiona’s local presence also played a key role in the engagement. With the development team based in Australia, the company was able to offer direct, on-demand support in local time zones – something Richard says continues to differentiate Adiona from offshore optimisation providers.
While route optimisation technology has been available globally for some time, Richard says the Australian market has unique characteristics that require a more tailored approach.
“Australia presents some very specific challenges – remote delivery locations, complex urban networks, and diverse vehicle requirements,” he says. “Our platform has been designed from the ground up to handle those variables.”
That includes native support for electric vehicle (EV) routing – a feature Adiona was first to bring to market in Australia. The platform can
route EVs based on payload weight, charge status, and recharge locations, enabling customers to plan future fleet expansions with confidence.
Sustainability is another area where the technology provides value. The platform automatically calculates emissions data at a granular level –including per parcel – giving companies better oversight of their environmental impact and helping them meet reporting requirements.
“Efficiency and sustainability aren’t competing goals,” Richard notes. “They’re two sides of the same coin –and our clients are realising that with the right tools, they can achieve both.”
Ease of implementation is a recurring theme in Adiona’s case studies. In contrast to other platforms that require multi-week training sessions and extended onboarding, Adiona’s tools can typically be deployed with just an hour of initial training, supplemented by AI-powered help agents and local support.
Enterprise integrations – including those with SAP environments – have been completed in as little as four weeks, allowing businesses to begin capturing ROI far sooner than with traditional optimisation rollouts.
Richard says the key is delivering value at the point of need.
“Companies don’t want another massive software project,” he says. “They want impact where it matters – whether that’s at the dispatch desk, in the analytics suite, or in their fleet planning tools.”
Looking ahead, Adiona sees growth potential as more Australian businesses progress through their digital transformation journeys. Richard notes that many enterprises are still consolidating data infrastructure –a necessary precursor to advanced optimisation – and that Adiona is wellpositioned to support them when the time is right.
“We often start conversations with companies who aren’t quite ready for us yet,” he says. “That’s fine. We build the relationship early and stay connected –through industry events, networks, and just being present.” ■
about designing the stock location layout in the most effective way,” explained Dale Church, Co-Founder of Loc Builder and Sales and Operations Director at Rack and Shelf Labels. “We’ve developed methods to make this process easy and foolproof for customers, including detailed drawings that clearly demonstrate our proposals.
“Typically, we assess the warehouse, discuss optimal stock-picking routes, and provide recommendations. However, the challenge arises when someone has to create the stock location list in Excel. Sometimes we handle it, and sometimes the client does it themselves.”
Warehouse efficiency hinges on accurate and organised location labelling. However, traditional methods are prone to errors and time-consuming processes, often slowing down operations and increasing labour costs. Manually creating stock location lists can take experienced professionals several hours, while less familiar staff may spend days.
Loc Builder changes this dynamic by automating the most tedious aspects, allowing warehouse teams to focus on higher-value tasks. As a result, businesses can achieve faster stock management and minimise disruptions caused by human error, ultimately boosting overall productivity and accuracy.
In one test scenario, Rack and
Shelf Labels used Loc Builder on a medium-sized warehouse with around 14,000 locations. Previously, manually generating a stock location list would take skilled workers around four hours. With Loc Builder, the same task was completed in under 10 minutes. Early adopters, such as Chris Harrington Head of Projects, ANZ from Ceva Logistics, reported that even on his first attempt, the software saved him more than 60 per cent of the time typically needed. This included inputting the weight and dimension capacities of each stock location, another of the many key features of the software. Once familiar with the tool, users can expect time savings of 90 per cent or more.
Loc Builder’s development is rooted in real-world challenges encountered by Rack and Shelf Labels during its international expansion. Initially developed in the UK, the Australian branch emerged after project work highlighted the need for a more efficient stock location labelling solutions in the region.
A key challenge in warehouse management is handling barcode quality, particularly in environments with lighting issues, dust, or sensitive scanning equipment.
Prior to the release of Loc Builder, Rack and Shelf Labels has established a
strategic alliance with GS1, an entity that helps set the standards in barcoding and supply chain management.
“The fact that GS1 is taking an interest in this product demonstrates its potential impact on the industry,” says Dale.
The company is also engaging with warehouse management system (WMS) providers to explore integration opportunities. As the software gains traction, feedback from users will shape future updates and enhancements.
Loc builder stands out because it was developed directly from hands-on industry experience, not as a top-down software solution, but as a response to real-world warehouse challenges. It’s genuinely built for warehouse professionals, by warehouse professionals. With its launch, the industry now has a unique opportunity to get involved early and help shape the next iterations of the tool through practical feedback and collaboration.
Rack and Shelf Labels aims to build on its early success by collaborating with industry partners and responding to user feedback. Dale anticipates that the software will soon become an indispensable tool for warehouse project managers worldwide.
As automation becomes more integral to logistics and supply chain management, solutions like Loc Builder are helping project managers tackle complex, time-consuming tasks with greater speed and accuracy. ■
With a career spanning rail and government, Anne Modderno shares her reflections on being recognised at the Women in Industry Awards and why initiatives like these remain valuable for celebrating diverse career pathways.
When Anne Modderno was nominated for the 2024 Women in Industry Awards, she hadn’t initially planned on putting herself forward.
“I’m always the first to nominate others – my team or projects we’ve delivered,” she says. “But when it came to nominating myself, it felt different. That’s why I appreciated how the awards encouraged us to reflect on our own journeys.”
Anne’s journey includes roles across local and state government, with a strong focus on transport and infrastructure. Returning to the rail sector in her current role was a particularly meaningful step.
“It felt like coming back to where it all started,” she says.
The Women in Industry Awards recognise excellence across sectors such as transport, manufacturing, construction, engineering and mining – many of which have historically seen lower female representation.
The 2025 awards evening is supported by sponsors including Atlas Copco (Rising Star of the Year), Fulton Hogan (Woman of the Year), PACCAR Australia (Safety Advocacy), and Kenter Logistics (Excellence in Transport), who are helping create platforms that acknowledge a wide range of career stories and achievements.
“The great thing about these awards is that they bring together people from such a variety of backgrounds,” Anne says. “You hear so many different stories, and it’s a reminder that success can take many forms.”
Anne won the 2024 Excellence in Transport Award, and said the experience gave her an opportunity to connect with others and reflect on how industry is changing.
“There’s still progress to be made in some areas, but we’re seeing more open conversations about career development, flexibility and representation,” she says.
For Anne, one of the most rewarding
parts of the experience was sharing it with her daughter.
“She took the award to school and talked about all the other winners and what they do,” Anne recalls. “It opened her eyes to the different kinds of jobs people can have – and that’s important.”
Looking ahead, Anne hopes the awards continue to evolve, with more visibility for finalists and their stories.
“There’s a great opportunity to share these stories more widely – especially with younger audiences. The more we show what’s possible, the more people can see a place for themselves in different industries,” she says.
Anne also believes that early education and awareness can help broaden the career paths young people consider.
“It’s not about saying certain sectors are for one group or another – it’s about showing the full range of options available,” she says.
Asked whether she would encourage others to get involved, Anne doesn’t hesitate.
“Absolutely. Whether you’re nominating someone else or putting yourself forward, it’s a great opportunity to celebrate your work and connect with others in industry.”
itself was a highlight.
and connection,” she says. “It was great to be in a room with people who are passionate about their work and supportive of one another.”
While Anne may not attend this year’s event due to personal commitments, she hopes others will get involved and make the most of what the awards offer.
“Even if you’re not sure – go for it. You never know who your story might encourage,” she says.
To learn more or submit a nomination, visit: www.womeninindustry.com.au ■
Join ASCI’s upcoming Production Planning & Control 2-Day Course to learn the processes, tools, techniques and performance measures for production planning & control excellence, which will take place on 27-28 May 2025.
This workshop will provide you with an understanding of why Integrated Planning & Control techniques were added to ASCI’s knowledge as the association learnt about the different behaviour of DC finished goods, Finished Items at the Manufacturing sites & Manufactured & Purchased
items, as well as items that experience repetition where simplicity in execution is paramount. Planning at the aggregate level through Sales and Operations Planning (S&OP) will also be addressed not just detailed planning.
Accountabilities and cross functional links will be discussed to enable attendees to assess the quality of their current processes against world-class checklists. Although participants will receive three checklists the focus for this class will be the Tom Wallace selfassessment, excel based tool. The other two checklists provided free will be the
U.S. tariffs shake up global trade routes, challenging supply chain predictability and prompting strategic shifts in markets worldwide. Images: SCLAA
SCLAA Chair Sue Tomic unpacks how Australia’s latest Federal Budget and global trade tensions – including rising US-China tariffs – are creating uncertainty for supply chains.
As the ink dries on Australia’s Federal Budget and headlines roll in from Washington, it’s becoming clear that the economic landscape we’re now navigating is as predictable as a runaway train in fog.
Let’s start at home.
The Federal Government’s recently announced Budget spruiks a vision for “Made in Australia” revival – with funding directed toward marketing our local manufacturing capabilities. It’s a good headline. But dig deeper, and the foundations are thinner than hoped. Where are the direct incentives for the manufacturers themselves? Where’s the fuel to help them scale operations, modernise production, or invest in sustainable innovation? Telling the world we make great products is one thing. Equipping the people who make them with tangible support is another.
Similarly, the much-discussed National Freight and Supply Chain Strategy, with its stated goal of shifting more freight onto rail, remains
aspirational. Infrastructure Australia’s pipeline shows ongoing investment in major projects, yet the Budget offered no fast-tracking or sectorspecific incentives to accelerate this shift. Intermodal transport remains the sensible pathway forward, yet we continue to miss the opportunity to walk the talk when it comes to emissions reduction and congestion relief.
Meanwhile, the world keeps spinning – and shaking.
The latest US tariffs on Chinese goods – and China’s potential countermeasures – have created a global trade disruption that can only be described as chaotic. In the past few weeks alone, we’ve seen new tariffs introduced, exemptions floated, then repealed, then reintroduced. The result? Shippers are scrambling. Carriers are cancelling sailings. Importers are hedging bets on inventory. Ports are under pressure, and Australia, far from the epicentre, will feel the tremors.
SCLAA
Why? Because volatility in containerised trade affects everyone. A downturn in US imports could push Chinese exporters to seek alternative markets – and Australia, as a geographically close and relatively
stable trading partner, may see a short-term glut of competitively priced goods. On the surface, this sounds like a win. But the instability underneath is dangerous. Port-level planning becomes guesswork. Carriers may bypass Australian ports in favour of more profitable routes, especially if blank sailings continue to rise. And repositioning empty containers, which is already a logistical headache, will become even harder.
The unpredictability is the real issue. We’re not dealing with a long-term strategic trade shift; we’re dealing with a diplomatic mood swing. And the consequences are being felt across freight corridors.
Ironically, amid this instability lies opportunity.
Australian agricultural exporters –especially those locked out of Chinese markets in recent years – may find more receptive trading partners in our own region. As some Asian countries diversify away from US agricultural imports, there may be room for Australia to reclaim territory through consistency and quality.
a time for strategy, foresight, and relationships. What does this mean for the Australian supply chain and logistics industry?
A container vessel transporting goods as international shipping routes respond to global tariff developments. Image: phaisarnwong2517stock.adobe.com
But we’ll need diplomacy, not just product, to get there.
Maintaining neutrality will be essential. Australia must continue walking a fine line – supporting a rules-based trade system while building
Prepare for disruption, not just delay. Volatility is now the baseline. Flexibility and responsiveness in freight planning will be more critical than ever. Companies need real-time data, predictive tools, and diversification in supply routes. Intermodal transport
strategy. And manufacturers need more than marketing – they need investment.
The Budget didn’t go far enough in these areas. And globally, the trade order is in flux. But if we can embrace a forward-looking, systems-based approach to supply chain strategy, one that is adaptive, not reactive – we can emerge stronger.
Because in this storm, it won’t be the biggest who survive, it will be the most agile. ■
Australian ports brace for ripple effects of shifting trade flows, with planning made difficult by unpredictable global conditions. Image: A Shot of Bliss/stock.adobe.com
Linde’s Automated Guided Vehicles (AGVs) are at the forefront of transforming warehouse operations. These innovative machines navigate autonomously, using advanced SLAM (Simultaneous Localisation and Mapping) technology, eliminating the need for infrastructure changes. Built on reliable Linde forklift models, AGVs provide safe, efficient, and flexible solutions for tasks such as material transport, pallet handling, and order picking. Designed for seamless integration, they enhance productivity by reducing labour costs, minimising human error, and optimising storage capacity. With over 20,000 hours of proven performance, Linde AGVs are renowned for their durability, reliability, and ability to increase operational uptime. Their versatility, combined with cutting-edge technology, makes Linde AGVs a perfect choice for businesses looking to embrace automation and boost operational efficiency.
BHD’s cantilever racking systems are designed to optimise warehouse efficiency and safety. Ideal for storing large, irregularly shaped, or longsized goods, the 5791mm cantilever racks provide a flexible design and superior load-bearing capacity. These racks allow for better space utilisation and easy access to goods, making warehouse operations more efficient. In addition, BHD incorporates the 4877mm pallet racking system for high-strength storage of palletised goods, improving workflow speed. BHD’s racking solutions ensure maximum storage capacity while prioritising safety with advanced fire-resistant systems, offering protection and peace of mind in any warehouse environment.
For more information, visit: https://www.bhdstorage.com.au/
The Hino 300 Series Hybrid Electric offers the perfect solution for businesses seeking an eco-friendly alternative without compromising on performance. Powered by proven Toyota Group hybrid technology, the 300 Series reduces fuel consumption and emissions by up to 20 per cent. With a 4.0L turbo-diesel engine and onboard electric motor, it delivers 110kW of power and 470Nm of torque. No charging is required, providing unlimited range. The range includes models from 4.5 to 8 tonnes GVM and can be customised for any business need. With a suite of safety features and 16 per cent lower maintenance costs, it’s a smart, costeffective choice for today’s fleet operators.
For more information, visit: https://www.hino.com.au/300/
Addverb introduces HOCA, a Horizontal Carousel System developed in collaboration with Kardex, designed to revolutionise the storage and picking of small and medium-sized goods. HOCA features a dynamic design with a unique 180° shelf rotation mechanism, bringing products directly to the operator for faster retrieval times and enhanced operational efficiency. Its versatility allows it to handle high SKU assortments and fast-moving order fulfillment, making it ideal for industries like quick commerce, pharmaceuticals, and auto spare parts. The system maximises storage density by utilising both vertical and horizontal space, and it supports temperature-controlled operations for sensitive products. With multi-level stations, high picking accuracy, and the ability to support up to 90 Kg per shelf, HOCA increases productivity while optimising space and speed in warehouse operations.
For more information, visit: https://addverb.com/
