SCLAA December Newsletter 2022

Sue Tomic

SCLAA Chair

Managing Director, Chain Consulting Services, based in Sydney.

A Time for Optimism

Well, what a year it has been for SCLAA! So much has been achieved in such a short timeframe and we successfully broke our own attendance record for the ASCLA’s held on 4th November with over 450 attendees.

I have included an excerpt from my report at the SCLAA Annual General Meeting highlighting some of the milestones achieved from our 3 year strategic plan as well as overall performance of the Association and additional benefits provided to members. It was great to see so many take the time to attend the AGM as well as the Awards ceremony.

From AGM meeting held 4th November 2022It is with great pleasure that I give my Chairmans report at this AGM.

We anticipated 2022 as a turning point after the global upheaval the prior two years and yet the year continued to be challenging for the supply chain and logistics industry.

As an Association with longevity and a proud history, in a marketplace with ever increasing sector specific member Associations, SCLAA has increased its reputation, profile and will continue to strive to provide benefits for its members and the community it serves.

I am extremely proud of all our Board and State Committee volunteers, who continue to face numerous challenges in their day jobs, yet still provide support to SCLAA members and our valued Partners.

Members and Partners

Over the past year, SCLAA National Partnership increased from 18 to 30 (67%).

We streamlined Membership categories in line with our strategy, offering tiered solutions and benefits to both individuals and companies.

For individuals, an Executive member category was introduced. The categories which had a lower price point and membership numbers, were combined into a Basic Category.

For Corporates, we introduced a Platinum National Partnership taking into account previous member feedback, including attendance at 1 Tier 1 National event and additional event collaboration, was required.

Since the introduction, two National partners have upgraded and a further three have taken advantage of the substantial benefits offered.

The growth and ongoing support of our National Partners are vital to the continued success of the SCLAA.

We also executed Media partnership agreements with Supply Chain Insights and Forklift Action during the year, both of which provided publications to our members free of charge and to whom we contribute relevant content on the Association and emerging industry issues.

Marketing

The year commenced with the launch of our new website and branding, which continues to receive positive feedback from the SCL community and our members. Commendations to all in the Marketing Committee for your dedication and commitment to the success of project rollout and the continued enhancement of our PR and Marketing goals.

Next year, the Committee is embarking on the second stage of improving website functionality, monetization from 3rd party advertisers, member to member connectivity as well as initiatives to enhance our social media profile and reach.

Events

SCLAA also held two large scale events in March almost immediately after border restrictions were lifted -Women In Logistics was held in NSW on 8th March, followed by the 60th Anniversary ASCLA awards in Melbourne. The awards attendance was the highest it has been for a number of years, only to be surpassed by the Gala dinner to be held later this evening, which was sold out prior to early bird cut off pricing.

On behalf of the board, I would like thank the Vic/ Tas committee for their many hours of dedication in the planning of two successful awards events in the same year and Stephen Lakey, Vic/Tas State Director and Rakesh Bandipelli, State President for their management of the ASCLA Event Committee and flawless execution. Appreciation and heartfelt thanks to CathyAnne Jones, Chair of the ASCLA Judging committee and the judges for their expertise and time.

The awards would not have reached the scale or could have been held in such iconic locations without the support of our sponsors, so special mention to Kyle Rogers for the support from Utenant, and JLL.

Overall, 43 events were held during the year, 60% of which were free of charge to members, with over 1700 attendees.

SCLAA was a contributor and partner with the 3 largest industry conferences held on the Eastern Seaboard-Supply Chain & Retail Fulfilment Summit (through our partnership with Akolade), CeMat 2022 and Megatrans 2022.

All these large scale conferences provided discounted registration to SCLAA Members, exposure for our National Partners and increased profile of the Association overall.

We have been asked to collaborate once again on the Retail Fulfiment Summit and have been approached to partner with CeMat 2023.

For the coming year, the Board along with the State Committees will focus on member specific events, tailored to enhance peer to peer networking, member cohort specific events, alongside our very successful cross sector social events.

Internal

Behind the scenes, our dedicated Secretariat continued to streamline process, assist with brand changes required across multiple areas, documents and manage the administration of Divisional initiatives.

The admin tasks of both the mentoring program and ASCLA awards continue to be developed, automated where possible and there are is further streamlining of the E-Newsletter process.

With the increase in activities and member management, we are restructuring roles to cater for individual focus on corporate management. Megan White has agreed to assume the role of Partnership Manager. Megan will be the main contact for our NP’s and Corporates and assist with Event Sponsorships. We will be engaging an additional resource to alleviate and as-

sume the day to day tasks of the Association and assist in particular, with supporting the States with Divisional events, and individual member interaction to increase retention.

The Board also approved the resurrection of ACT/SNSW as a separate Division, headed by Martin Bishop and the support and reformation of the WA Committee.

I would like to extend a special thank you to Cam Tran for her leadership of the marketing Committee and website project as she steps back from her Directorship due to work commitments. I am very pleased that Cam will remain as a Marketing Committee Member. I also welcome to the Board Rakesh Bandipelli, (ex Vic / TAS State President) who is assuming the State Director role.

Education

The TED Committee has held numerous meetings during the course of the year and refined its action items for 2023.

The mentoring program was once again launched with an overwhelming number of respondents, both mentees and mentors.

Our NP Vative held a number of workshops free to members in addition to SCLAA webinars and networking events specific to career progression and people management.

The Ted committee is focusing on delivering soft skills

courses and workshops to benefit members and assessing potential partners.

From a Board level, I am pleased to announce a number of exciting new education partnerships.

SCLAA has been working with ITLS on identifying critical courseware content for an essential program designed for managers and business owners who want to broaden their understanding of logistics and supply chain management, and acquire knowledge of the latest trends and technological developments in the field.

The program provides a unique networking opportunity through exchanging ideas with team members while developing competencies in intelligent supply chain management and will result in achieving a micro-credential for participants.

I am very pleased to announce that we have been successful in our joint submission for government funding, which is an achievement in itself, and the program will be designed and delivered by supply chain experts aiming to familiarise forward-thinking leaders with the tools, technologies and approaches that are essential to design, plan, manage, and optimise the complex supply chains of today.

This is one of the many initiatives SCLAA will be offering in 2023.

We have also partnered with WiseTech Academy, an initiative from WiseTech Global.

This partnership, due to launch early in the new year, will offer industry-leading online education programs in supply chain logistics and corporate compliance, as well as allow the SCLAA to tailor bespoke e-learning bundles to accelerate professional development for members within the industry sector of their choice.

Our collaboration with WiseTech Academy will also allow SCLAA to provide content and direction to the creation of new courseware that is required by industry to fill the major skills and knowledge gaps being experienced.

SCLAA has also been in discussions with Tafe NSW, who have recently become a Platinum NP and I am personally looking forward to strengthening this collaboration to assist with our aligned goals of promoting the industry as a career of choice, identifying skills shortage gaps, connecting SME’s in industry, with educational institutions and students.

Early in the new year, the Board will take the opportunity to reflect and refine SCLAA strategy via its annual strategic workshop, and introduce additional Special Project Committees to accelerate delivering on the objectives.

The 3 overarching outcomes which will remain the focus for the future-

1. To further increase the SCLAA reputation, profile and market share as the “go to” association for industry, increase Membership Growth and partic-

ipation whilst increasing exposure across all media platforms

2. To promote Supply Chain & Logistics as a profession and career of choice, drive access to programs for Professional Development, Education and Training

3. To provide forums and the platform for sharing of industry knowledge, collaboration across Supply Chain & Logistics sectors and promote initiatives and technology that drive efficiency.

In closing, I am humbled and pleased to continue in my second year as Chair after previously serving as Treasurer and Vice Chair. I would like to thank the Board, Committees, Secretariat for their support, passion and commitment.

Addendum

We have been advised that our marketing rebrand project with EngineRoom resulted in their company being awarded Gold for Best Visual Identity in the Transport and Logistics sector from Transform Magazine Awards ANZ. More details are available further in this newsletter!

Lastly, On behalf of the SCLAA Board and State Committees, I would like to wish all stakeholders a safe and Merry Christmas, a prosperous New Year and we look forward to working with you and for you, in 2023!

ABOUT THIS EVENT

Date: 8 March 2023

Venue: Establishment Ballroom 252 George Street, Sydney

SCLAA will once again be hosting our Annual Industry Networking Breakfast on International Women’s Day, 8th March 2023.

SCLAA brings together all sectors of the Supply Chain & Logistics Industry, join your Industry Associates at one of the premier occasions on the Industry’s event calendar. This event provides the platform to celebrate and acknowledge diversity in all its forms, and an opportunity for corporations and individuals to demonstrate their support.

Prior SCLAA Industry Breakfast event highlights can be viewed here

SCLAA embarks on an extensive promotional campaign and this continues all the way through to the event date as well as selected coverage in the major Australian Supply Chain related publications (MHD, DCN, Inside FMCG) pre and post the event.

Take advantage to secure your attendance in advance and the extensive marketing opportunities that are available in the Sponsorship Prospectus.

TAFE NSW has been skilling the workforce of the future for over 130 years. As Australia’s largest provider of vocational education and training, TAFE NSW delivers hundreds of practical, industry-relevant courses to meet labour demands and address skills shortages.

Industry 4.0 and rapid technological change is disrupting businesses across the industry, TAFE NSW is committed to supporting the evolving needs of the Supply Chain & Logistics sector, delivering lifelong learning that meets industry demand.

TAFE NSW offers a range of accredited and non-accredited short courses, traineeships and qualifications ranging from Certificates to Advanced Diplomas. All delivered by an extensive network of qualified, specialist trainers and subject matter experts —onsite, online or on campus at one of the 171 learning locations across NSW.

TAFE NSW has a great reputation for industry and business partnerships – and can tailor training to meet specific business needs and skills training requirements. This training can be delivered anywhere, anytime, in your preferred delivery mode.

Learn more: tafensw.edu.au/logistics

SCLAA Marketing Committee Calling Energetic and Capable Professionals to Join the SCLAA National Marketing Committee

WE WANT YOU!

Gold for the Supply Chain & Logistics Association of Australia in the Best Visual Identity from the Transport & Logistics Sector in the Transform magazine 2022 ANZ Awards.

https://mailchi.mp/2db0de5dece0/gold-silver-at-the2022-anz-transform-awards?e=8df3c44738

The SCLAA National Marketing Committee has been formed to serve the broad purpose:

provide advice and direction to the Board on the strategic management of SCLAA’s marketing program;

provide advice and recommendations on the aims and priorities for the marketing program including but not limited to website, digital engagement, e-commence, member attraction, retention and growth;

To provide advice that will assist SCLAA improve its capacity to attract and retain members, based on the marketing program’s focus on member experience and the commitment to building a reputation in quality and value.

Now, working on the exciting next phase of SCLAA’s Marketing and Communications strategy, your engagement and commitment will focus on:

Events including digital custom registration Social media management execution

Partnerships including representation on landing pages

• New member portal including a directory, events discount and advertising module.

The SCLAA Marketing Committee is chaired by SCLAA independent Non-Executive Director and Vice-Chair, Sam Martin-Williams and is supported by external partnerships. Meetings will be held bi-monthly and as required based on strategic imperatives.

Expressions of Interest close January 31, 2023.

For further details on the roles, contact Sam Martin-Williams on samantha.martin-williams@sclaa. com.au

Straight Talk from David Doherty OAM

David Doherty OAM is a past President and Life Member of the SCLAA and a highly regarded logistician. Send your Straight Talk feedback and comments to davidoh1@optusnet.com.au

The 2022 SCLAA Awards recognize the achievements of organizations and people across several categories.

A proud occasion for all winners and nominees. My congratulations go to all the participants.

However, I wonder whether we have collectively determined :

What comprises excellence in Supply Chain and Logistics(SCL)

What people in SCL really need to know to be accepted as a Professional

There is still a lot of hype and pretense surrounding SCL knowledge and practice. Many Conferences allege breakthrough presentations will change the landscape for organizations and practitioners.

In my experience ,those alleged breakthroughs are rarely delivered. Some speakers offer an idea or two but most give a mundane recital of situations in their own workplaces. Don’t misunderstand me. I have often been entertained by clever orators armed with an array of video and audio features that appeal to the senses. The test is : did I get anything to improve my performance and the performance of SCL.?

Rigorous networking provides opportunities to gain real knowledge. Again, to get value from Networking in a Conference environment you must:

A. Have a purpose and bravely seek out people who can assist with your purpose.

B. Be prepared to offer something to other participants.

Idle chats over coffee don’t cut it if you are serious about improving.

How can we assess the status of our SCL excellence endeavors? What measures will give an indication of our performance? What measures do you currently use? Do you widely distribute the measures across the entire Supply Chain(s)?

Improved performance rests on value generating relationships ,fortified by relevant data that is available as and when needed, and the heroic publication of the information across the entire network. Technology then assumes its rightful place as a key enabler in producing accessible real information ( but not as the architect of our philosophies and practices).

The effective seamless integration of the many SCL functions is a major success factor. Outstanding performance of one standalone function does not provide any idea of SCL status. Silos are alive and well in Australian businesses. Courageous Sales/Supply and Operational Planning offers real breakthrough opportunities. I don’t mean the pretend stuff with finger pointing and blame storming. I mean a genuine fearless process aimed at total business collaboration to cost effectively serve the end customer. No internal customer rubbish!

In terms of individual education and training I wonder with universities and such are producing employment ready graduates that will contribute effectively to SCLA performance- and future development.

What capabilities are needed? What do employers demand from applicants? Do employers know what they need to look for?

Apart from formal education/training ,workplace experience with an “old hand” is still an essential requirement.

In terms of development and “next practice” I don’t see much genuine research being published. The profession has a role to play. Take responsibility to initiate and /or contribute to genuine development efforts to find new and better ways.

This column is really about my view that the pursuit of SCL excellence has stagnated in recent times. Perhaps with good reasons ,but it is time for some brave action now.

Education/training/ genuine research (aimed at better performance-not at achieving kudos for publishing) is lack luster. The world awaits new initiatives and outcomes. Are you ready?

A real collaboration of the professional associations and business organizations to finally create a platform for universal acceptance of a SCL knowledge base (what you need to know to be a Practitioner/Professional) and Certification ,allied with interaction across universities and such to devise new curriculums and experience building for SCL.

CEO’S must be embraced to build their knowledge and understanding of the opportunities and value generating business possibilities.

I think I hear you say how is this going be implemented.

It is up to you! The old saying, ”if it’s going to be ,it’s up to me” applies.

Maybe it is time for a SCL revolution with you in the mob! A re-invention based on the best principles sculpted to fit the challenges of the next generations. What I call, ”Next Practice”.

What do you think? Let me know.

“To improve is to change. To be perfect is to change often” (Winston Churchill).

David Doherty OAM davdoh1@optusnet.com.au

“Being clever was when you looked at how things were and used the evidence to work out something new” (Mark Haddon)

uTenant and JLL – The power of partnership

Nearly two years into their partnership, JLL and uTenant continue to deliver innovative industrial and logistics solutions to businesses. The pair supports its customers in storage solutions, lease management, warehouse design and operational concept.

Together, uTenant and JLL have completed over 20 deals totalling approximately 185,000sqm of warehouse space since March 2021. Their partnership is underpinned by a commitment to delivering end-to-end solutions. Quality outcomes are achieved by leveraging JLL’s global network of industrial property and project management resources, and uTenant’s ever-evolving on-demand warehousing platform.

The pair enables businesses that need warehouse space to connect directly with warehouse owners and logistics providers in a confidential, online environment. This includes requirements for short-term overflow space, or long-term industrial property leases.

JLL’s national connectivity, with specialist resources on the ground in every major logistics property market in Australia, allows the company to provide customers with bespoke property solutions. Greg Pike, JLL’s Head of logistics and industrial brokerage, said: “As genuine logistics real estate opportunities start to taper in

most capital cities, it has never been more important to partner with groups who can provide and articulate qualified local market advice. At the same time, they need to be able to receive holistic national overviews to make more informed supply chain decisions.”

uTenant is Australia’s largest warehouse sourcing platform, with an unmatched ability to connect tenants, landlords and logistics providers. Co-founder Kyle Rogers said: ‘Matt Sampson and I have worked in the logistics and industrial property sectors respectively, and have identified two major pain points: transparently sourcing industry property, and finding the right 3PL partner. Our priority became simple: to add value to the tenant and make it easy for them to find warehousing space.”

uTenant’s on-demand warehousing platform helps manufacturers, product owners and retailers find logistics providers suited to their unique warehousing requirements. It offers clients the ability to source overflow storage and longer-term 3PL contracts on demand, making it easier to find storage solutions when they need it.

JLL has a coveted market reputation for exceptional property and project management expertise, designand-build capabilities, and property procurement and supply chain consultancy services. With a global network and team of local experts, it has been leading the commercial property market in Australia for over 60 years. The company’s dedicated national team offers industrial brokerage, working with developers, owners and tenants to invest in, develop, lease and manage industrial space.

JLL and uTenant combine to ensure prospective tenants, as well as warehouse and logistics providers, receive the best opportunities through maximum visibility, leading market insights for informed decision-making, as well as meaningful and qualified enquiries.

They are the perfect partnership to deliver solutions quickly, innovatively, efficiently, and with value-driven outcomes.

www.jll.com.au www.utenant.com.au

Latest Australian Workers’ Compensation Statistics Published

- HSEQ News

QLD Division Report

It’s that time of year again, the festive season! To celebrate another fantastic year of exciting events, noteworthy networking, and scintillating site tours, we wrapped the year with a Christmas Party at Green Beacon Brewing Co. in Newstead. Over a few drinks and nibbles, everyone enjoyed catching up on the year that has been and looking to 2023 in anticipation of opportunities to grow our network of members and engage across organisations and industries.

A massive thank you to Angela Tallon and Sidekicker for sponsoring a wonderful evening that capped off the year in spirited fashion!

We also recognised and thanked our QLD President, George Hodgson, for his service to SCLAA as he passed the torch to Papillion Gordon as the new SCLAA QLD President. Roles were also appointed to Monica Vorhauser as the new Vice President, and newcomer Nick Bolton as the Events Manager.

Thank you to all our members who have attended events throughout the year, as your involvement is what makes our association truly special. We look forward to seeing you all on the other side for another inspiring year!

Papillion Gordon QLD State President Papillion.Gordon@sclaa.com.au

VIC/TAS Division Report

At Supply Chain & Logistics Association of Australia (SCLAA) we strongly believe that when your networking is driven by shared interests, it will feel more authentic and we strive to make authentic connections. Being the largest supply chain association, we take a lot of pride and remain humble in our approach.

Lot of exciting activities to share which happened over the last few months and some key events which we are super proud are

Mentoring Program which we managed to launch during September which is a huge success and our sincere thanks to our program mentor Conor O’ Malley who has always been there for us. On behalf of SCLAA we sincerely thank him for his time and support. Earlier this month we teamed up with our National Partner Side Kicker and organized a networking night which has been well received by the supply chain

community. We were quite pleased to see lot of new faces who joined SCLAA recently sharing the common passion towards Supply Chain and we had a great time together.

A special note for VIC/TAS committee members –Devan Maniam and Gan Pillai for all the work they put in, making these events successful along with the rest of the team.

After successful hosting the Australian Supply Chain and Logistics Awards earlier this year, Melbourne once again hosted these prestigious industry awards on 4th November 2022. With record attendance, we hope all attendeesmade new connections and enjoyed the evening. Congratulations to all our high commendation recipients and winners and to all those on the Vic/ Tas committee who worked so hard to make the ASCL Awards a great success.

To all our members and colleauges, keep safe, look after each other. We wish you all a very happy Christmas and a wonderful New Year. e to make a

VIC/TAS Division Report (cont)

Would you like to make a difference?

If you are a SCLAA member in Victoria or Tasmania and would like to influence and shape our organisation and industry I would encourage you to nominate for a position on the SCLAA Victorian & Tasmanian subcommittee for 2023. Nominations are now open and if you are passionate about Supply Chain and would like to make a difference by being part of a subcommittee contact myself for further information.

Rakesh Bandipelli President – VIC/TAS rakesh.bandipelli@sclaa.com.au

WA Division Report

The WA Branch of the SCLAA recently held a seminar which was hosted by Edith Cowan University. ECU students and SCLAA members alike attended the seminar to listen to 3 presentations of the real life experiences from three Western Australian Supply Chain subject matter experts. This was followed by a panel Q&A which included a series of questions relating to current industry issues and trends.

Ferry Jie (Associate Professor in Supply Chain and Logistics Management, ECU) then interviewed the presenters to ascertain how world-wide supply chain issues are affecting them locally. This was a great opportunity to learn from those at the coal face how global supply chain problems have impacted Western Australian businesses and how the uniqueness of WA’s environment has influenced their effects.

This event will also be a great opportunity to learn how to take part in the SCLAA’s recently nationally launched mentorship program.

Thanks to Ferry Jie, Brain Lynn, Chris Trowbridge and Blair Pierson for their assistance and contribution.

John Ward

WA

State President

John.Ward@sclaa.com.au

NSW Division Report

Swisslog and SCLAA showcase automation in action at Linfox BevChain

Warehouse automation leader, Swisslog, in collaboration with the Supply Chain and Logistics Association of Australia (SCLAA), has taken guests on an exclusive tour of Linfox BevChain to get a first-hand look at how automation can save space and boost productivity.

The “life after automation” tour was offered as an invitation-only event for SCLAA members, including some short presentations on automation trends and local case studies, followed by a site-tour of the ASCLA (Australian Supply Chain and Logistics Awards) award-winning Linfox BevChain solution. Guests were shown how Swisslog’s PowerStore solution at Linfox BevChain decreased warehouse footprint, increased throughput, and boosted storage capacity by around 60% within the same building footprint. “BevChain leads the industry with 22 distribution centres across 6 states, handling more than 2.5 billion serving units annually – so when they implement automation, they do it on a scale that delivers an outstanding return,” says Steve Dimitrovski, Senior Sales Consultant, Swisslog Australia.

“The event was highly successful, and I believe one major factor in the success is that SCLAA members are all closely involved in automation for the supply chain,

logistics, and warehousing industries, so the site tour and presentations were of direct relevance to their areas of work,” he said.

PowerStore is ideally suited to applications seeking to achieve high throughput and optimal space utilisation, in industries such as retail, fast-moving consumer goods (FMCG), e-grocery and pallet warehousing. PowerStore can also operate in a range of environments, from -30°C in frozen food storage up to 50°C, and can easily be retrofitted to warehouses with low ceilings or unusual shapes.

Swisslog has more than 50 years of global experience in the design and implementation of pallet warehouses, and its PowerStore system complements a full range of automation and Industry 4.0 solutions that Swisslog provides to retail, FMCG, food and beverage, logistics, transport, and warehousing operations globally.

“We’ll be running more of these events in 2023, because seeing warehouse automation of this scale first-hand really helps show what these solutions can achieve. The Linfox team were great to work with right from the start, and worked with Swisslog to achieve the best outcomes from the automation solution,” said Steve.

“I’d also like to thank SCLAA for working with us and creating such a smoothly run event, and for engaging highly relevant people to attend. We look forward to more SCLAA partnered events in the future,” he said.

For Further Information, Please Contact: Ruby Wannous Marketing Executive

Swisslog Australia Pty Ltd T +61 416 865 553

E: ruby.wannous@swisslog.com W: www.swisslog.com

About Swisslog

Swisslog shapes the future of intralogistics with robotic, data-driven and flexible automated solutions that achieve exceptional value for our customers. Swisslog helps forward-thinking companies optimise the performance of their warehouses and distribution centres with future-ready auto-

mation systems and software. Our integrated offering includes consulting, system design and implementation, and lifetime customer support in more than 50 countries. www.swisslog.com/en-au

BC SANDS

Propelling the customer experience to new heights with Last Mile Delivery Technology with BESTRANE

Introduction

Since 1984, BC Sands has been a leading landscaping and building material supplier in metro Sydney, offering both delivery and pick-up services, BC Sands operates out of two yards located in Taren Point and Brookvale. Their fleet of 30+ vehicles deliver bulk landscaping and building supplies such as sand, cement and bricks to customers, completing over 1100 deliveries weekly.

The Challenge

To facilitate successful customer last-mile delivery experiences, BC Sands identified many variables needing management including a need to increase capacity within their existing fleet.

Managing deliveries around Sydney’s complex road networks and traffic congestion was integral to improving BC Sand’s supply chain performance, as these could drastically affect customer time delivery windows and subsequently customer satisfaction.

Another key focus was to enable a platform facilitating open communication for staff, ensuring visibility, and supporting the sharing of plans and information, to reduce errors and their subsequent cost blowouts.

“The building and landscaping industry is competitive, and being able to reliably deliver during the same day that customers order is critical to attracting and keeping them,”

Mark Parsons, Managing Director, BC Sands

The Solution

BC Sands worked with Bestrane to implement Route Planner which combines planning, execution and reporting to provide route optimisation with fully integrated route tracking and execution via mobile devices. Route Planner is an enterprise route optimisation and execution application that enables organisations to plan routes more efficiently, reduce delivery time windows, address exceptions on the road and respond to customer changes in real time.

This route tracking and execution enabling drivers with a wireless connection to manage and view route information from Route Planner, providing logistics managers visibility as to the status of deliveries and drivers and enabling of tracking of planned vs. actual performance in real time.

Whilst conducting their routes, the actions of the driver triggers status updates that are sent directly to the customer’s contact number. These include notification of ‘Order Confirmation’, ‘Order Reminder’ and ‘Enroute’ deliveries. Once deliveries are ‘Completed’ by drivers, POD documents are automatically sent through to customers.

The Results

As a result of deploying Route Planner, the Transport Allocator and Customer Service roles have been merged into a single Customer Service Planner role, which assigns jobs to routes, allowing BC Sands to provide real time feedback to customers about delivery windows and SMS confirmation throughout the delivery process.

Customers can now buy BC Sands products and schedule a delivery via their website. BC Sands provides a great service to customers who realise at 2am that they need a tonne of turf delivered at 7am the next morning. Through the Reservations functionality, customers are presented with available delivery options, with premium time windows attracting a premium cost. This approach has two benefits, as a new revenue source and as a mechanism to balance

demand over the day.

Yard-staff are notified of inbound vehicles so that their orders can be fulfilled ‘just in time’ for vehicle arrival which in turn has also increased the number of sameday sales. Continuous route optimisation, beginning immediately after an order is placed, has contributed to a 26% increase in deliveries per driver hour, and an 18% reduction in fuel usage per delivery.

“We’ve lowered our distribution costs by getting more capacity out of our fleet, improving the consistency of our customer experience, having fewer returned loads and better managing a huge array of products in vehicles with different dimensions and capabilities.”

Mark Parsons, Managing Director, BC Sands

Quotes & Images

Mark Parsons, Managing Director, BC Sands

“The building and landscaping industry is competitive, and being able to reliably deliver during the same day that customers order is critical to attracting and keeping them,”

“The Route Planner solution is unique, we could not find another last mile delivery solution that provides scheduling, execution, and imaging functionality.”

“We’ve lowered our distribution costs by getting more capacity out of our fleet, improving the consistency of our customer experience, having fewer returned loads and better managing a huge array of products in vehicles with different dimensions and capabilities.”

No two route planning or optimisation problems are the same. Using different optimisers for different problems, we enable a broad range of industries to create optimal daily routing solutions featuring capabilities such as background optimisation, same day routing, and dynamically generated delivery time windows that maximise customer experience.

mobility

Introducing the TC73/TC78 — a new generation of ultra-rugged mobile computers designed to empower frontline staff to deliver a performance edge, whether they’re in the warehouse, loading dock or out making deliveries. Streaming video, calls, intuitive multimedia-rich apps, and augmented reality apps that enable new, more effective workflows – it is built to handle three metre drops to concrete, yet it’s lighter and nearly 20 per cent thinner in the grip area.

The advanced industrial design, ergonomics and exceptional balance provides all day comfort — these devices are easy to hold, grip, and use for any size hand. Your workers can run all the apps they need simultaneously with the first-class Qualcomm 6490 octa-core processor, memory, and storage. The 6-inch edge-toedge advanced display is the largest in this product class – easily visible indoors, outdoors and in the wet.

Workers can access the fastest and most reliable wireless connections with Wi-Fi 6E, 5Gand Bluetooth 5.2 – all of which deliver much higher signal quality and use less power than other connections. The standard, extended capacity, wireless charge and BLE batteries all power more than a full shift and provide the intelligence to better manage batteries. And while there are multi-slot cradles for cost-effective backroom management, the TC73/TC78 can be charged anywhere with a standard USB-C charging cable.

With Zebra Dimensioning™ Certified Mobile Parcel and Mobile Parcel, an integrated Time of Flight depth sensor collects accurate ‘legal for trade’ parcel dimensioning in just seconds. Ideal at the point of parcel pickup and drop-off locations, these solutions eliminate the inaccuracies in dimensions that lead to undercharging and lost profits.

The TC73/TC78 takes audio quality to the next level for callers on both ends. Comprehensive features work together to delivery extraordinary audio clarity: three microphones with noise cancellation to strip out background noise, two speakers for loudness, as well as a high-quality speakerphone and HD voice with Super-wideband (SWB), Wideband (WB) and Fullband

(FB) support.

When it comes to data capture, you can expect a choice of two high performance scan engines. The SE4770 1D/2D scan engine is ideal for workers that need a standard scanning range. The SE55 1D/2D Advanced Range scan engine with IntelliFocus™ technology is ideal for workers who need to capture barcodes in hand and up to 12.2m away. Both scanners capture barcodes in virtually any condition and lighting and are rated for one million actuations.

With SimulScan NG, one press of the scan button can capture all barcodes on an item, and process and send information on documents right to your applications. Superior camera technology enables high quality capture of photos and videos for reliable evidence of proof of delivery, condition, repair and more. The 16 MP rear color camera, flash LED, High Dynamic Range (HDR), and Optical Image Stabilization (OIS) make it easy to capture highly detailed images every time.

The TC73/TC78 can be dropped into a Workstation Connect cradle to connect to a large monitor, keyboard, mouse, printer and more, simultaneously operating as a handheld computer and workstation. If you need RFID, you can choose between two lightning-fast ultra-rugged sleds able to be connected in three different ways — Bluetooth, NFC, or Zebra’s eConnect™ adapter. The RFD9030 sled offers a standard read range of 6.7m and the RFD9090 offers an extended read range of 22.9m. The TC73/TC78 can also be used as two-way radios or a PBX handset with custom interface that makes the most complex telephony features simple – inside your facility or out in the field.

With Zebra-only Mobility DNATM tools, your TC73 and TC78 mobile computers deliver an unmatched advantage – a comprehensive toolset improving every aspect of device lifecycle, integration, security, speed, and management.

Learn more about the TC73/78 mobile computer here

The ultra-rugged mobile computer, reimagined for the new age of

Location technology is the missing piece of domestic supply chain puzzle

Delays will also send customers away as backed by a recent survey from HERE Technologies where just 9 per cent of consumers would be happy to wait more than five days for a delivery.3

In short, domestic availability of goods at speed has never been more important.

How does location technology fit in?

Now that businesses are seeing the value of investing in local supply chains – the next step is to consider how they can optimise this investment to ensure operations are most efficient. Greater investment in location technology is one way to achieve that.

By Daniel Antonello, General Manager for Australia and New Zealand at HERE Technologies

At the World Economic Forum’s recent Davos conference, global business and political leaders surmised that the geopolitical fallout from Russia’s war in Ukraine, combined with pandemic-induced global supply chain disruptions, are signalling the end of a three-decade era of globalisation.1

We are already seeing this trend locally, as more retailers seek to localise their supply chains to offset over-reliance on global networks. For example, a recent survey by National Australia Bank (NAB) found that 70 per cent of its customers felt that greater investment in local manufacturing facilities is needed to relieve the country’s supply chain challenges.2

Businesses are shifting mentality from “just in time” to “just in case” and looking to increase their stock on hand. The rationale is that the cost of keeping additional supply pales in comparison to not having access to that stock, particularly if it sends customers elsewhere.

Location technology refers to software that helps to better connect disparate datasets, creating maps that can adapt in real-time, enabling retail supply chain players to be as efficient as possible.

In a retail context, these disparate data sets could include: stock inventory information, foot traffic for physical stores, website behaviour, traffic congestion information, package tracking and estimated delivery times, product provenance and origination, and more.

If all of these data sources are brought together in one place, retailers can create better experiences and better serve their customers to build brand loyalty and repeat business.

What does this look like in practice?

There are a number of use cases for the implementation of location technology in helping retailers to solve business critical challenges.

The same research from HERE Technologies found that specific delivery time slots and regular updates from the retailer or courier were two of the top three consumer priorities for improving online shopping delivery experiences.

Location technologies that enable this are therefore critical. Real-time visibility and product tracking throughout the supply chain allows retailers to see – and therefore share with customers – a product’s journey from the moment it leaves the factory or warehouse, to the moment it arrives at their doorstep.

Another emerging form of location technology that can help businesses improve efficiency is automated warehousing, which is the process of automating the movement of inventory into, within and out of warehouses to customers with minimal human assistance.

With Australians moving out of metropolitan centres and into the regions in droves – some areas are witnessing regional growth to the tune of 30-40% 4 – location data and other location-based analytics can help retailers plan where to place new stores. This is most relevant in new and emerging regional centres that do not have the same bank of performance data to draw on as Australia’s capital city centres.

Knowing what type of businesses are in the local area and foot traffic movements is critical in guiding location selection, particularly as people move away from the cities.

Global and local retail businesses are investing in localising their supply chains, but that’s only one piece of the puzzle – they must look to location technology to optimise efficiency and output of their investment in new infrastructure.

Location technology helps retailers bring disparate information sources into one place to get a more holistic view of their offering, and their customers’ experience. An investment in location technology, could help to save time, money and reputation in the long run.

Supply Chain Innovation

In facing down global supply chain challenges, our greatest weapon may well be the ability to think outside the box. Vative’s Theo Pappas, Kyle Rogers of SCLAA, and Swinburne University’s John Hopkins, sat down to explore the new frontiers of innovative supply chain thinking.

There are certain times when old adages again spring suddenly to life, and in the current global supply chain climate, one such saying is more relevant than ever: ‘When the going gets tough, the tough get going’. But toughness isn’t about gritting your teeth, digging in your heels, and trying to weather the storm as it heads towards you. Grit is the ability to survive, thrive, and adapt to changing environments. In a supply chain sector perpetually in flux, fortune favours the bold. Theo Pappas, CEO of Vative, an expert in business transformation who assesses and devises solutions utilising a range of methodologies, strategies, and tools – as well as a knack for creative thinking – is a bold man whose passion is to inspire boldness in others.

“Most people in supply chain, if they’ve been in the industry for a while, tend to continue doing what they’ve always done,” Theo says. “But with new challenges facing supply chain every day, if you’re standing still then you’re going backwards. “What we do at Vative is work with companies to change their culture, help them challenge the status quo, and get them to think differently.”

The challenges facing global and Australian supply chains are too numerous to enumerate here, but John Hopkins, Associate Professor, Supply Chain Management, at Swinburne University of Technology - with whom Theo and Vative have a longstanding, estab-

lished partnership - offers a no-nonsense summary: “We’ve always had challenges - but we probably have more challenges facing us now than we’ve ever encountered historically.” By way of illustration John points to COVID-induced labour shortages, shipping disruptions, rising inflation, high fuel prices, geopolitical tensions in the Pacific, trade wars, and renewed hostilities in Europe. “And while we are hopefully closing the door on the pandemic after a few tough years, new public health threats are waiting in tow,” he says. “We’re seeing a resurgence of foot and mouth disease and monkeypox. “Aside from the health ramifications, these new threats will impact food prices in this country - and that’s no small thing. On top of inflation, further spikes to food prices impact everyone. Individuals and organisations will be paying more, with knock-on effects on purchasing power and wage pressures.”

Brave New World, Bold New Strategies

“I talk with businesses every day that are hurting because of the issues John mentioned,” Theo says. He adds that every business also faces challenges and pain-points unique to them. One major mistake some companies make, he notes, is attempting to control factors that are beyond anyone’s control. “The world is only getting more complex with greater volatility and ambiguity, so we at Vative are advising our customers to focus on what they can control, not what they can’t.” Theo illustrates this point by recalling a recent discussion with a client who was battling to meet customer demands due to the scarcity of skilled labour. “My advice is congruent with what we’re focusing on in our own business,” Theo says. “The great resignation is real, the low unemployment rate is a flow-on effect from tighter immigration restrictions across the globe, and this is creating greater demand for labour - skilled and unskilled - that is exerting pressure across all industries.

Overwhelmingly, people do not leave workplaces simply for more income; people typically resign due to toxic cultures, high stress environments, and unresourceful leaders. Focusing on Leadership development, training, and coaching teams on process improvement and innovation will create a performing culture that is too attractive to leave. That is the key message.”

Theo notes that many supply chain companies remain beholden to an antiquated notion of “profit” - to a way of conceptualising how prices, costs, and profits relate to one another in the simplest business formula. “Traditionally, businesses rely on a simple - but misguided - formula for setting their prices: price equals cost plus profit [Price= Cost+ Profit),” Theo explains. “A better way of formulating the equation is the following: price minus cost equals profit [Price - Cost = Profit).” The first equation emphasises price as the sum of costs plus profits, whereas the second equation emphasises profits as price minus costs. By emphasising profit as the end goal - and underlining that costs are to be subtracted from price in reaching that goal - it refocuses businesses’ attention to how they can achieve more lean, efficient, and productive operations. Oftentimes, businesses regard costs as ‘fixed’ or ‘static’. This equation emphasises the agency businesses exercise over their own cost-reduction processes.

Theo and the Vative team specialise in training and coaching teams in workplace culture, innovation, and process improvement - improving productivity, job satisfaction, and worker retention. “Cost-cutting doesn’t have to be a zero-sum game where one side loses at another side’s expense,” he says. “Supply chain companies can not only save on costs with careful strategy, but actually reap rewards across various other workplace metrics.” One approach Vative deploys is to train and coach leadership skills across all levels of management, and furthermore to inculcate a servant-leadership mindset. “Servant-based leadership breeds humility,” Theo says. “People perform at their best and without fear in such contexts, and productivity increases are achieved without strain or pressure. “Vative’s business model is predicated on holistic deployment. We engage with the supply chain industry in a top-down bottom-up approach. We know that to optimise a business, you need to work with the leadership, ensure they’re aligned with a common vision, and understand the guiding values and behaviours to get there. By the same token, it’s equally imperative to engage those workers on the front line - those on the operational floor - and get them to understand and identify waste and opportunities for improvement.

Innovation and Disruption in Action

Kyle Rogers, Co-Founder of uTenant and an Independent Director of SCLAA, knows whereof he speaks

when it comes to innovative supply chain thinking. A business affiliate of Theo and sometime collaborator through SCLAA - of which Vative is a national partner - Kyle and uTenant (‘The Warehousing Matchmaker’) have pioneered new ways of working that seek to leverage the strengths of partners that in an earlier era might have been competitors. It is, says Kyle, the triumph of ‘co-optetition’ over competition. “Co-opetition, in brief, is collaboration with your competitors,” Kyle says. “Take Amazon Web Services. Its third largest global customer is Netflix, but Netflix is a competitor of Amazon Prime. As Theo has touched on in a different context, innovative thinking requires abandoning zero-sum competition in favour of win-win co-opetition.” In this vein, uTenant - which represents tenantsformed a strategic partnership with JLL, which represents landlords. Without compromising the integrity of either company’s commitment to their own clients’ interests, uTenant and JLL have forged an independent strategy that works to the benefit of both. Through sharing of information, cross-pollination of ideas - and an understanding that robust, independent tenantand landlord-representation can effect positive results for both sides rather than either/or - uTenant and JLL are disrupting the industrial property and supply chain space with consistently innovative and positive results.

To the Future and Beyond

Vative, SCLAA, and Swinburne all recognise the importance of fostering innovative supply chain thinking in the next generation of professionals. And that’s why Theo, Kyle, and John are proud to work in tandem towards a positive future for the whole supply chain industry. “Vative is very fortunate to have partnered with Swinburne over many years and to deliver that Continuous Improvement mindset by delivering a core unit - Lean Six Sigma Green Belt - as part of the Master of Supply Chain Innovation course,” Theo says. “And we’re delighted to strengthen this partnership through a strategic collaborative effort together with SCLAA to create and promote our Graduate Program - as a funnel to bring Supply Chain innovative thinking back in to industry. “We’re now working on expanding this collaboration to attract international talent at a time where there are major resource constraints in the country. “This is an exciting project that unites three powerhouse organisations that are passionate about contributing to the Supply Chain community’s Continuous Improvement.

Pharmaceutical Vision Study

Examining the Health of the Global Pharmaceutical Supply Chain

Current world events and a shifting regulatory environment are driving the need for increased transparency across the full pharmaceutical supply chain, from raw materials to patient delivery. Patients want to know more about how their medications are manufactured, handled, stored and transported. Meanwhile, industry decision-makers are looking for solutions to manage the risks of potentially unreliable global supply chains.

Zebra Technologies conducted a Pharmaceutical Supply Chain Vision Study of over 3,500 industry decision-makers and patients, to evaluate perceived supply chain stability and identify ways to improve visibility and transparency in future.

The vision study thoroughly explains how pharmaceutical manufacturers can achieve greater supply chain resiliency. The bottom line is – industry decision-makers are increasing their investment in technology to enable end-to-end visibility, streamline operations and achieve compliance.

The key highlights from decision-makers

• Only 39% of patients and 44% of industry decision-makers completely trust the entities within the pharmaceutical supply chain to keep medications safe and uncompromised

• 96% of decision-makers agree that supply chain visibility provides a clear competitive advantage 92% of decision-makers plan to increase investments in pharmaceutical manufacturing and supply chain monitoring tools next year

Getting to the Source of Patients’ Fears – and Their Medications

Medication efficacy and safety are top of mind today, with three-in-four patients stating they are either somewhat or very concerned about the ineffectiveness of medication in helping with their condition or illness. Furthermore, seven-in-10 are concerned about receiving: an improper dose due to labelling errors, and the harm it could potentially cause them

• Stolen, contaminated, tainted, expired, or counter-

feit medicines.

• Medications that were improperly handled/stored during transit and could have damage or diminished efficacy.

Patients know a compromised supply chain puts medication quality and efficacy at risk and want better assurances their medications are safe and authentic. Nine-in-10 say it is somewhat or very important they can verify a medication is not counterfeit nor tampered with and confirm temperature-sensitive medications have stayed within the prescribed range.

According to the survey, patients also expect drug manufacturers to disclose how their medications are manufactured/handled (81%) and transported/stored (82%). Eighty percent say it’s also important to verify the sources of medication ingredients including the country of origin and local standards for the medication itself.

“These evolving patient demands will certainly be a wakeup call for pharmaceutical industry leaders who, for years, have been primarily focused on meeting regulatory standards,” said John Wirthlin, Industry Principal, Manufacturing, Transportation and Logistics, Zebra Technologies. “Manufacturers, government agencies, pharmacies and healthcare providers must work together to win consumers’ trust in the supply chain.”

The study shows that the pharmaceutical industry must work harder to prove they are putting patients’ needs first if they want to earn consumer confidence and loyalty on a grand scale.

Patients’ Call for Greater Transparency and Accountability

In the Asia Pacific region specifically, over three-quarters of patients say more regulation of pharmaceuticals is needed, and nearly all (95%) decision-makers say better cooperation between government/regulatory agencies and pharmaceutical industry companies is needed to protect patients, the highest of any region surveyed. Yet, the onus is being put on those who manufacture, dispense and administer medications to implement trustworthy safety protocols, with hospitals bearing the

brunt of the responsibility in 57% of patients’ eyes. Globally, the majority of pharmaceutical industry decision-makers (84%) feel they are prepared to comply with traceability and transparency mandates. Three-quarters confirm they have already deployed location services technology or plan to in the next year –a move that would improve production workflows and drug tracking, reduce shrink and tampering, and give patients the visibility and information they want.

The biggest challenge these leaders are facing is being able to make – and move – enough medications to meet patients’ needs. In addition to regulatory delays, industry decision-makers say they are also dealing with production limits, distribution and storage problems, shipping capacity constraints and transportation delays. Consequently, 92% plan to increase investments in pharmaceutical manufacturing and supply chain monitoring tools next year.

Problems at the Point of Sale – and Beyond

Over three-quarters of patients surveyed say they have experienced issues either purchasing or taking medication in the past. And 70% of all patients confirmed they have either changed prescribing providers, pharmacies, or medications in the past due to a poor

experience.

Among patients experiencing problems, a severe side effect was among the top five issues. But it was not the most prevalent:

1. Needed medication that was unavailable or out of stock (32%)

2. Received only a partial amount due to unavailability at the time (29%)

3. Found the same product at a lower price elsewhere (27%)

4. Did not receive on time or when needed (22%)

5. Experienced a severe side effect (21%)

A majority of patients’ lingering concerns centre on medication affordability (76%) and shortages (73%). However, drug administrators are not off the hook for safety and efficacy. Eighty-five percent of patients say all pharmacies need to monitor the medications dispensed, including mail-order pharmacies.

Download Zebra’s vision study here to find out more.

Through multidirectional movement and sequencing, Vanderlande's shuttle-based AS/RS ADAPTO, delivers goods fast and accurate in the appropriate order, enabling same-day deliveries.

ADAPTO's shuttle roams laterally, which offers highest redundancy and availability. It also performs well in conventional height warehouses or high bays

FASTPICK

High operator efficiency and easily scalable for unpredictable growth

Tasty Fresh Transforms Picking, Stocktake and Supply Chain Operations with Dematic Voice Solution

Tasty Fresh, the market leader in national workplace food manufacturing and delivery with a focus on the customer experience, has improved its warehouse productivity by 35% with a Dematic Voice Solution, transforming its stocktake and supply chain operations.

Tasty Fresh delivers fresh and hot food, snacks, and drinks right to the door of workplaces daily in Melbourne, Perth, Sydney, Newcastle, and Queensland.

“Tasty Fresh is a national business that started back in 1979,” explains Colin Lear, Founding Director at Tasty Fresh Food Co. “We have six outlets across four states and service around 35,000 customers per day from around 153 vans. We produce around 60,000 units per day from our facilities, and we handle around 100,000 units per day.”

Tasty Fresh recently engaged Dematic to help the organisation move from a manual way of tracing stock with paper and tablets to a more automated and centralised solution that delivers higher levels of efficiency, productivity, and accuracy for its supply chain.

“Tasty Fresh’s stocktaking processes previously involved each individual Van Sales Manager doing a stocktake on each individual SKU on our vans,” explains Adam Van Bergen, National Operations Manager at Tasty Fresh Food Co. “With so many people counting so many SKUs, accurately managing stock was a real challenge.”

A key focus of the project was to be able to provide data back to Tasty Fresh for inventory and reporting purposes. A real-time logistics voice-on-Android solution was selected as the best system to meet the needs of Tasty Fresh.

The voice solution deployed by Dematic works as a seamless, paperless, and hands-free eyes-up solution. Operators are guided through a workflow using a mobile device and voice headset, with inputs from voice and scanning automatically sent back to Tasty Fresh’s central supply chain system. This includes data gathered through anything from order-picking to replenishment and stocktake.

“The voice solution was deployed at each Tasty Fresh depot,” said Van Bergen. “The two primary voice workflows that were implemented were pick-to-trolley and van loading.”

Tasty Fresh team members are advised on which food or drink product SKUs and quantities are to be loaded onto each trolley. When completed, they proceed to van loading. Team members are then instructed, per van ID, which SKUs and associated quantities are to be replenished into each van in SKU sequence.

Product shorts, overfills, and audits are all tracked simultaneously, saving workers the time having to go back and forth doing these tasks separately. This helps Tasty Fresh to check expected stock from point-of-sale deductions versus physical van replenishment – all through the one voice technology process.

“The voice solution tells us what to load inside the vans and tells the system how many we are loading,” said Aline Parra Sanchez, Brisbane Warehouse Manager at Tasty Fresh Food Co. “This means that when we are loading we are also doing the stocktake. It’s a great system that ensures our stock is right by checking our sales match with the stock being loaded in the vans.”

Voice technology delivers up to a 35% productivity improvement from legacy systems by allowing worker hands to always be free to pick products and complete all warehouse-to-delivery vehicle tasks.

With eyes always focused on the job, workers are also able to quickly find, pick, and pack the right products, reducing errors by up to 50%. Additionally, automated stocktake has also reduced not only time, but also errors through manual counting.

“Voice has improved productivity across the business,” said Van Bergen. “We’re saving between five and ten

minutes a day per Van Sales Manager, and while that may not sound like a big deal, five to ten minutes across 170 employees a day is quite a significant cost savings.”

To learn more, watch the Tasty Fresh Food Co video case study at https://youtu.be/PZzjMvdKqdY

Further information: Dematic Pty Limited, 24 Narabang Way, Belrose NSW 2085, Australia. Tel: +61 2 9486 5555. Fax:

About Dematic

Dematic designs, builds, and supports intelligent automated solutions empowering and sustaining the future of commerce for its customers in manufacturing, warehousing, and distribution. With research and development engineering centres, manufacturing facilities, and service centres located in more than 35 countries, the Dematic global network of over 11,000 employees has helped achieve approximately 8,000 worldwide customer installations for some of the world’s leading brands. Headquartered in Atlanta, Dematic is a member of KION Group, one of the world’s leading suppliers of industrial trucks and supply chain solutions. dematic.com

Disclaimer:

This release and the information contained herein are for information purposes only and do not constitute a prospectus or an offer to sell or a solicitation of an offer to buy any securities in the United States or in any other jurisdiction. This release contains forward-looking statements that are subject to various risks and uncertainties. Future results could differ materially from those described in these forward-looking statements due to certain factors, for example, changes in business, economic, and competitive conditions (including with respect to further developments in relation to the COVID-19 pandemic), regulatory reforms, results of technical studies, foreign exchange rate fluctuations, uncertainties in litigation or investigative proceedings, and the availability of financing. We do not undertake any responsibility to update the forward-looking statements in this release.

PETstock Improves Product Availability in Stores with Blue Yonder

With more people working from home during the COVID-19 pandemic, pet adoption increased in Australia with 69% of households now owning a pet, according to the “Pets and the Pandemic” report by Animal Medicines Australia. In addition, 37% of pet owners reported experiencing difficulty accessing things like pet food, treats and veterinary services. That’s why PETstock Pty Ltd, Australia’s leading pet company, chose to digitally transform its supply chain with Blue Yonder ’s SaaS-based category management solution, part of Luminate® Commerce, to create customer-centric stores based on consumer preferences in order to have the right products in the right stores.

PETstock operates in Australia and New Zealand and derives its revenue from providing specialised pet products and services through retail stores and veterinary clinics. The company was looking to better allocate space in its stores to meet customer demand and

ensure the right items are always available. PETstock turned to Blue Yonder for the solution. Strikeforce, a Blue Yonder partner, implemented the project and PETstock has gone live in record time and within budget.

With Blue Yonder, PETstock can now:

• Implement data-driven, analytical store layouts to optimise allocations of category space to meet consumer demand, driving customer satisfaction.

Increase efficiency by creating store layouts that are accurate and easy to implement by stores, as well as integrated with micro-space planning to create a seamless process.

Create planograms with capacities and facings optimised to local demand and store space constraints.

Leading Australian pet company successfully implemented Blue Yonder’s category management solution, improving efficiency and right-sizing space allocations for its stores to provide a better shopping experience

Reduce inventory by right-sizing assortment spacings to remove slow-moving stock and introduce new SKUs to drive sales.

“Blue Yonder took the time to determine our key objective of having a solution that will enable us to have the right products in the right stores, as well as enabling us to cater for future growth. They have a high level of expertise in the retail industry and have provided us a first-class category management solution that allows us to meet customer demand. We are inspired by pets and animals to make a positive impact for people, pets and the planet!” said Paul Roberts, space planning manager, PETstock.

Blue Yonder’s category management solution will allow PETstock to optimise layouts across stores, increasing space productivity and reducing out-of-stocks– all to increase customer satisfaction. By leveraging SaaS, PETstock will have unmatched scalability and reliability, as well as the ability to take advantage of new solution innovations as soon as they’re available.

“With pet ownership on the rise, PETstock needed the ability to manage its product offerings to ensure the right inventory is on the right shelves at the right stores. With our solution, they can now build and maintain store-specific planograms to drive better efficiency for their planners and staff and meet the changing needs of its customers and their pets. We are looking forward to further expanding our relationship with PETstock in the years to come,” said Jessica Sun, senior account executive, Blue Yonder.

Additional Resources:

Learn more about Blue Yonder’s category management solution

• Learn how to achieve smarter Category Management with Blue Yonder

Learn how migrating to the cloud can digitally transform your supply chain

• Learn how Blue Yonder can help you modernise your legacy order management system. Click here to learn more

About PETstock

PETstock is an Australian owned and operated company, emerging from humble beginnings in Ballarat, Victoria, to become one of Australia’s most trusted pet care suppliers. They are the industry experts when it comes to pet essentials and pride themselves on providing their customers with the best quality pet care products, services and advice.

About Strikeforce

Strikeforce is proudly Australian-made, owned and managed and provides industry-leading end-to-end service to retail sectors across the Australian market. We are the local experts in Blue Yonder Category Management. Strikeforce integrates category management and comprehensive insight capability into our marketing services and in-store brand activation, ensuring investment converts to meaningful and demonstrable ROI.

About Blue Yonder

Blue Yonder is the world leader in digital supply chain transformations and omni-channel commerce fulfillment. Our end-to-end, cognitive business platform enables retailers, manufacturers and logistics providers to best fulfill customer demand from planning through delivery. With Blue Yonder, you’ll unify your data, supply chain and retail commerce operations to unlock new business opportunities and drive automation, control and orchestration to enable more profitable, sustainable business decisions. Blue Yonder - Fulfill your Potential™ blueyonder.com

“Blue Yonder” is a trademark or registered trademark of Blue Yonder Group, Inc. Any trade, product or service name referenced in this document using the name “Blue Yonder” is a trademark and/or property of Blue Yonder Group, Inc. All other company and product names may be trademarks, registered trademarks or service marks of the companies with which they are associated.

UPCOMING