25-02 February Newsletter

SCLAA ACKNOWLEDGES THE SUPPORT FROM OUR PARTNERS

IN THIS ISSUE

Platinum National Partner - nti / CoRsafe

International Women’s Day Events

Accelerating equality

The Future of Supply Chain Planning

Celebrating ANC’s Sustainability Initiative

New National Partner - ORACLE NetSuite

New National Partner - RELEX

New National Partner - RMIT UNIVERSITY

Why you should adopt Al-powered planning tools

Why planning accuracy is key to the future of retail

From Australia to the World

Insights on the importance of separating people and machinery

Zeder Corporation Reduces Stock Levels by 30%

How technology simplifies route planning,

The Importance of UI/UX In Warehousing

Creating Better Futures through Skilling Queenslanders for Work

AI Warehouse Automation

Don’t Let Your Competitors Poach Your People

Is Your Supply Chain Ready for AI?

Making Modern Warehousing a Reality

Divisional

Upcoming

Chair’s Report

Sue Tomic

SCLAA Board Chair

Managing Director for Chain Consulting Services.

Appointed to the Board in 2019.

The Certainty of Uncertainty

It’s just about three months into 2025, and like most of us, economists looked forward to the end of 2024 and towards the new year with both hope and trepidation. So, what has changed, and what is likely to keep us awake at night as this year continues?

The Consumer Sentiment Index in Australia fell by 0.7% to 92.1 points in January 2025, marking its second consecutive monthly decline and indicating ongoing pessimism. The survey results weakened toward the end of the period, likely in response to news about the Australian dollar’s depreciation against the US dollar. This triggered negative headlines regarding interest rate forecasts and the broader economic outlook. Despite this, the forecast predictions are not all doom and gloom, as consumer sentiment remains less negative compared to a year ago, and some survey components suggest that gradual improvement is expected. Source: Westpac Banking Corporation, Melbourne Institute

Meanwhile, Australia’s NAB business confidence statistics continue to fluctuate like a yoyo. November and December 2024 showed improvements across most industries, except transport and utilities, construction, and wholesale. Retail saw notable growth, increasing for the first time since November 2023. Capex remains flat, and purchase cost growth rose again to 1.5% in

quarterly equivalent terms, while labour cost growth edged down to 1.4%. Product price growth rose to 0.9% from 0.6%, and retail price growth added to 0.7%. “The survey continues to show some resilience in activity but also...a challenging cost environment,” said NAB chief economist Alan Oster. Source: National Australia Bank

Challenges Facing the Freight and Logistics Industry in 2025

The freight and logistics industry in 2025 continues to face several challenges and global issues. Here are some of the most pressing ones:

Supply Chain Disruptions

• Global Events: Geopolitical tensions and other unforeseen crises (like natural disasters) continue to disrupt supply chains, leading to delays, increased costs, and shortages of goods. To counteract this, companies must keep focussed on agile business systems and secure contingency suppliers and endcustomer markets to adapt to such challenges.

• Container Shortages and Congestion: The global container shortage that started during the COVID-19 pandemic continues to cause imbalances and bottlenecks in trade routes. Ports and warehouses may continue to face congestion, affecting lead times. Nowhere is this more evident than in Australia. In this land of droughts and flooding rain, particularly the latter, has resulted in bumper agricultural exports. Being an island, our farmers and regional exporters rely on incoming container trade to capitalise on the current boom in regional exports. The disparity between container demand and container supply continues to be a challenge in the Australian marketplace.

Sustainability and Environmental Regulations

• Green Logistics: With increasing pressure on industries to reduce carbon emissions, the freight and logistics sector will have to adopt greener practices. Whilst there is no clear road map, pun intended, the

use of electric vehicles (EVs), sustainable fuels (e.g., hydrogen, biofuels), and more efficient supply chain management technologies might be key for some sectors to reduce emissions. Any solution will require capital investment in a low business sentiment environment.

• Circular Economy and Waste Reduction: The logistics industry must integrate circular economy principles, ensuring goods and materials are reused or recycled to reduce waste. Easy to say, hard to do. Waste reduction should be a strategic priority across all our sectors.

Labor Shortages

• Driver Shortages: The shortage of truck drivers, especially in developed economies, remains a persistent issue. The aging workforce, lack of new entrants, and challenging working conditions are contributing factors. While automation may help alleviate the pressure, implementation requires time and investment.

• Skilled Labour Gap: Beyond drivers, there’s also a growing need for skilled workers in areas like warehouse management, technology development, and supply chain analysis. Increasingly, educational institutions in Australia are seeing increased interest in Supply Chain courses. Continued promotion of careers in emerging technologies, may result in narrowing the gap of skilled labour requirements and reap future benefits in our sector.

Technology and Automation

• AI and Automation Integration: The greatest positive of all these dark clouds is that the logistics sector is increasingly adopting technologies like artificial intelligence (AI), machine learning, robotics, and automation. Undoubtedly, these technologies promise efficiency gains, but they also introduce challenges - particularly around integration costs and the need for skilled personnel. Mechanical and engineering skills will be in higher demand than ever.

Cybersecurity

• Rising Cyber Threats: The industry has already experienced the crippling effects that digital disruption can have on our supply chains. As logistics become more digitally connected, cybersecurity threats are escalating. Ransomware attacks and data breaches can halt operations, disrupt the flow of goods and services, and cause significant financial losses. Resilient, secure IT systems and robust contingency strategies are crucial for business continuity.

Infrastructure and Investment

• Aging Infrastructure: Many of Australia’s transportation networks, especially roads and railways, are aging and require significant investment to meet growing demand. Governments need a long-

term infrastructure investment strategy to keep our cargo flowing, with strong industry collaboration to prioritise infrastructure modernisation efforts.

• Smart Ports and Railways: Investment in smart technologies, such as automated ports and rail systems, can improve efficiency, but the cost and time needed for such infrastructure changes remain barriers. There is also the challenge of meaningful data sharing and collaboration across IT platforms in the supply chain. Logistics companies are using more data, but integrating data from different sources (transportation management systems, warehouses, freight forwarders) remains a challenge. Standardisation and seamless data exchange are vital for unlocking greater efficiency.

How’s the weather?

• -3.528 mmRoute Shifts: Climate change is altering the viability of certain trade routes. It will be a changed model to the usual shipping trade routes in the long term. For instance, the Arctic region is becoming more navigable, potentially offering new shipping lanes, but also raising concerns about environmental impacts.

And last but by no means least…Global Trade Policy and Tariffs

• Trade Wars and Protectionism: As I write this, the US administration announced a 25% tariff on all aluminium and steel imports, with other commodities at risk. The flow on effects to the Australian economy will be significant. Ongoing trade disputes, tariffs, and protectionist policies will continue to create uncertainty in international logistics. Changes in trade agreements or border regulations will impact goods flow across countries and regions.

2025 will be the year that is shaped by the 3 “C’s” Collaboration: The supply chain is one big connected mega network - each sector has a ripple effect on the next, so strong relationships and seamless data integration are vital. Fostering connections in your systems and across your network, will be critical to solve challenges together.

Contingency: Uncertainty is inevitable. Have a backup plan, supplier, customer, and strategy. Then prepare a contingency for your contingency.

Coordination: Overcoming these challenges will require bold investment in technology, infrastructure, and workforce development. Coordination between private companies, governments, and international organisations is not optional; it’s critical for a sustainable and resilient logistics sector in 2025 and beyond.

The supply chain industry is at a crossroads. Those who embrace the three C’s -Collaboration, Contingency, and Coordination - won’t just survive; they’ll lead the way forward.

SCLAA welcomes our newest Platinum National Partner, KARDEX. As a not for profit Industry Association, run by members for members, our ability to support the SCLAA infrastructure and to expand is highly dependent on our National Partners. We ask all our members to support our valued National Partners where they can.

New SCLAA Platinum National Partner ABOUT KARDEX GO TO WEBSITE

Kardex is a leading global partner for intralogistics solutions in an attractive and growing market. The Group offers premium automated products, standardised systems, and life cycle services that guarantee high availability and low total cost of ownership. Kardex provides an intelligent entry into automation with its dynamic storage

and retrieval systems, offers integrated material handling systems, small parts storage systems, and acts as a global AutoStore™ partner, offering flexible and modular storage and order fulfilment solutions. The Group employs around 2,500 people in over 30 countries. Kardex Holding AG has been listed on the SIX Swiss Exchange since 1989.

New SCLAA Platinum National Partner

SCLAA welcomes our newest Platinum National Partner, NTI/CoRsafe. As a not for profit Industry Association, run by members for members, our ability to support the SCLAA infrastructure and to expand is highly dependent on our National Partners. We ask all our members to support our valued National Partners where they can.

NTI WEBSITE CoRsafe WEBSITE

ABOUT NTI/CoRsafe

With over 50 years of experience in the insurance industry, NTI has always been successful in finding new ways to keep customers moving.

NTI provides insurance products for Australia’s supply chain – from regional family-owned businesses, to multi-generational logistics companies, and global shipping.

With a 24/7, 365 national operations spanning across five states – NTI’s purpose is to make businesses safer and more sustainable.

Their deep-rooted partnerships with state-based and national transport & logistics associations, and long-standing agreements with dealers and original equipment manufacturers, means NTI’s ability to understand and support customers is second to none.

A combination of market-leading tailored products, accredited repair & recovery networks, and industry advocacy sets NTI apart from competitors, as well as in-house risk engineers across all specialty lines, and having the leading team of marine insurance specialists in the country.

NTI is made up of experienced, passionate, industry advocates. People from all across the business

have worked in the industries they support. From mechanics, to truck drivers, and operations managers – their people come with insight and knowledge.

NTI is also the parent company of CoRsafe, acquiring the business in 2021. Since its inception in 2012, CoRsafe has been helping businesses across Australia and New Zealand better understand and manage their obligations under Chain of Responsibility (CoR) laws.

CoRsafe delivers a comprehensive digital platform to support businesses, of all sizes and function across the supply chain, in fulfilling their CoR duties.

Beyond this, CoRsafe also provides practical tools and resources to help businesses gain a deeper understanding of their compliance responsibilities through training, documentation, audits, and access to tailored programs that meet specific requirements.

Developed in alignment with the regulatorendorsed Master Code, CoRsafe is used by some of Australia and New Zealand’s largest and wellknown supply chains.

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IWD NETWORKING LUNCH

INTERNATIONAL WOMEN’S DAY

NETWORKING EVENTS 2025

Events Held Nationally

The Supply Chain and Logistics Association of Australia (SCLAA) is hosting International Women’s Day Events across NSW, VIC, QLD, SA and WA, with a mix of breakfast events, networking events, and luncheons.

Gain valuable insights from industry leaders and network with Supply Chain professionals in events held across Australia, accelerating action for equality in Supply Chain leadership.

Guest Speakers

Industry Leaders

Networking Opportunities

Sponsors

Auctions

TOGETHER WE CAN ACCELERATE ACTION FOR EQUALITY

FIND YOUR LOCAL EVENT

Accelerating equality: Swisslog’s Bhawna Bareja on building a supportive future in automation

Swisslog Senior Software Testing Engineer, Bhawna Bareja, credits a feeling of gender equality in the workplace to a supportive environment, and encourages everyone – especially in typically male-dominated industries like automation – to continue to take positive action to support their peers.

The 2025 International Women’s Day theme is “accelerate action on gender equality” and Bhawna believes she has seen firsthand what an impact this can make.

“From the outside, there may be a difference in numbers between male and female staff, but working here I feel like I am treated equally with everyone else. I’ve received outstanding support from my manager, and other colleagues, and have been encouraged to learn new skills, try new things, and expand my capabilities,” she says.

Bhawna has worked for warehousing and intralogistics leader, Swisslog, for more than two years, and in similar industries for the past decade. Her role as Senior Software Testing Engineer spans the entire project lifecycle, from quoting, to feature testing, to functional acceptance testing, to on-site testing, and ramp-up.

“It’s a big task, but it’s also a fun one. My favourite part is the on-site testing when I get to visit the customer site and see everything come together. It’s the culmination of hard work from many different teams, so it’s satisfying when it all clicks into place,” she says.

Women in STEM

As part of last year’s International Women’s Day, an Australian Government event “Let’s Talk Women in STEM” revealed that just 27% of women are represented in the Australian STEM ecosystem.

“The positive side of this statistic is that it leaves great potential for our industry to grow, and encourage more women to join, where they can make meaningful contributions,” says Bhawna.

“My advice for women looking to enter warehouse automation – or STEM more broadly – is to surround yourself with supporters. There are far more of these than there are detractors,” she adds.

“If your colleagues and managers are encouraging you to level up your skills, try new things, engage in new training – this means they want to see your career grow and succeed. When done successfully, you’ll feel like you’re treated totally equally with other employees, regardless of gender.”

“People might think they don’t have the power to make any real change – but it’s the small things that cumulatively make a big difference.”

Taking on challenges

Swisslog is part of the KUKA Group, and as such, is eligible to send teams to participate in the KUKA Innovation Challenge. Recently, Bhawna was team lead for a KUKA Innovation Challenge tasked with creating automation solutions under the theme of “Circular Economy”.

“It was a big commitment, because you had to dedicate many hours to it, while balancing your day-to-day job, but it was a highly valuable experience,” she said.

“Two Australian teams entered, and both were led by women. Further, both advanced to the final round of the competition, despite representing just 1% of the eligible participants – that was really rewarding to be a part of.”

Looking to the future

Software forms a crucial part of warehouse automation systems, and it continues to advance with the proliferation of machine learning and AI.

Bhawna Bareja Swisslog Senior Software Testing Engineer

“With software advances, more features become available, and greater functionality, but with this comes greater complexity and a need for more extensive testing before a go-live on a new project,” says Bhawna.

“In recent years, I’ve seen an increase in demand for standardised software, with proven features and benefits, to deliver quicker implementation and shorter testing times.”

“One thing I’ve learnt working in this industry is that there’s always more to learn. I found this daunting at first, because there are a lot of unknowns. But once I got past that, I realised it meant that my work will continue to be interesting and I’ll continue to expand my skills throughout my career journey.”

“I’m grateful to have such a supportive workplace at Swisslog, where I’ve never felt like I’m treated differently to anyone else. It’s this support that gives me the

Logistics done di erently

• Global Freight Forwarding

• Linehaul Transport

• Intermodal Solutions

• Warehousing & Distribution

• Bulk Warehousing & Haulage

The Future of Supply Chain Planning: Part 1 - Key Themes

As the leading supply chain planning advisory firm in ANZ, Argon & Co frequently receives questions like: “What does the future hold for supply chain planning?” or “What’s the next big development?” Business leaders are also keen to understand how data, automation, and AI will reshape their planning capabilities. In this series of articles, Argon & Co will share our insights into the future of supply chain planning. This first instalment will focus on the overarching themes, with deeper dives into specific topics and industries in upcoming editions.

Enhanced Agility

Future supply chain planning will emphasize speed, efficiency, and responsiveness. Businesses will adopt faster planning cycles and increase the frequency of Sales and Operations Execution (S&OE) alongside Sales and Operations Planning (S&OP). Decision-making processes will become more streamlined, supported by the adoption of control towers to monitor and respond to real-time events.

Broader Scope of Planning

Planning will no longer be constrained by company boundaries. The future requires supply chains to extend their scope, integrating customers and suppliers to enhance collaboration. In addition to the traditional focus on demand and supply, financial metrics and sus-

tainability considerations will become key components. Achieving this level of insight demands full end-to-end visibility across the value chain, breaking down silos for a more connected approach.

Deeper, More Granular Planning

As planning capabilities evolve, organizations will achieve greater precision and detail in their forecasts. Businesses will delve deeper into various dimensions— product, geography, customer segments - across different time horizons. This level of detail will improve our ability to identify root causes of plan deviations, manage the bullwhip effect, and manage supply chain disruptions.

Embracing Scenario Planning and Simulations

Uncertainty will be built into the fabric of future planning processes. Companies will adopt simulation and scenario planning processes and tools to better manage unpredictability, running strategic, tactical, and operational simulations to anticipate demand and supply shifts and other risks. These capabilities will support a more robust and flexible supply chain that is prepared for any eventuality.

Figure 1. Future of supply chain planning framework

The future of supply chain planning requires a shift towards more integrated, adaptive and responsive processes and systems. Argon & Co in the “future of supply chain planning” article series will introduce and explore the following framework.

This framework outlines how supply chains can achieve this by focusing on key areas that enhance agility, collaboration, data-driven decision-making and real-time responsiveness. By combining advanced planning tools, seamless customer & supplier collaboration, use of external data sources in Artificial Intelligence applications and real time simulation. This approach aims to create a more resilient and efficient supply chain, it fosters an environment where planning is continuous, self-adjusting, and capable of addressing complex challenges across various dimensions ensuring that supply chains remain flexible, responsive and aligned with business goals.

The associated changes for our planning organisations are extensive; we require more advanced analytics and technology capabilities, planners become problems solvers as well as decision makers and future planners will be working to orchestrate the end-to-end value chain instead of planning a single part of the plan. At the core of this framework is the seamless connection of internal and external stakeholders, this end-to-end real time visibility enables businesses to orchestrate their supply chains effectively, adjusting to any uncertainties. Stay tuned, we will provide deeper dives into specific topics and industries in upcoming editions of

“The Future of Supply Chain Planning”.

For any questions and to subscribe to “The Future of Supply Chain Planning” series please contact Frans.Verheij@argonandco.com

Frans Verheij – Partner at Argon & Co

Celebrating ANC’s Sustainability Initiative

On February 7th, 2025, ANC Delivers hosted an event to celebrate significant milestones in their sustainability initiative. The event featured The Hon. Chris Bowen, Minister for Climate Change and Energy, who commended ANCs leadership in fleet decarbonization. ANC has integrated approximately 60 new electric vehicles (EVs) into their delivery fleet, including models like the LDV ED9 and JAC N90 trucks. This expansion aligns with their goal to electrify 30% of their last-mile delivery fleet by 2028. In attendance from the Supply Chain & Logistics Association of Australia (SCLAA), were Directors Cathy-Anne Jones, Edward Chow, and Julian Brancaccio, who acknowledged ANCs industry leadership and innovation in sustainable logistics.

To address challenges in EV adoption, ANC has collaborated with partners such as Origin Energy to provide at-home charging solutions for owner-drivers, facilitating a smoother transition to sustainable transport solutions.

The future looks bright for ANC.

New SCLAA National Partner

SCLAA welcomes our newest National Partner, ORACLE NetSuite. As a not for profit Industry Association, run by members for members, our ability to support the SCLAA infrastructure and to expand is highly dependent on our National Partners. We ask all our members to support our valued National Partners where they can.

OVERVIEW

For more than 25 years, Oracle NetSuite has helped organisations grow, scale, and adapt to change. NetSuite provides an integrated system that includes financials /Enterprise Resource Planning (ERP), inventory management, HR, professional services automation

and omnichannel commerce, used by more than 41,000 customers in 219 countries and dependent territories. Our partnership with Oracle NetSuite means members receive preferred pricing on the software, as well as join valuable educational sessions with the NetSuite team.

New SCLAA National Partner

SCLAA welcomes our newest National Partner, RELEX SOLUTIONS As a not for profit Industry Association, run by members for members, our ability to support the SCLAA infrastructure and to expand is highly dependent on our National Partners. We ask all our members to support our valued National Partners where they can.

OVERVIEW

RELEX Solutions provides a unified supply chain and retail planning platform that aligns and optimises demand, merchandising, supply chain, operations, and production planning across the end-to-end value chain. We help retailers and consumer goods companies like

Coles, 7-Eleven, Officeworks, SnackBrands, Patties Food Group, and Sunny Queen drive profitable growth across all sales and distribution channels, leading to higher product availability, increased sales, and improved sustainability.

New SCLAA National Partner

SCLAA welcomes our newest National Partner, RMIT UNIVERSITY. As a not for profit Industry Association, run by members for members, our ability to support the SCLAA infrastructure and to expand is highly dependent on our National Partners. We ask all our members to support our valued National Partners where they can.

OVERVIEW

RMIT University stands at the forefront of education and innovation, providing industry-focused programs and research tailored to the evolving needs of the logistics and supply chain sector. With a legacy of fostering practical learning and a global outlook, RMIT equips professionals and organizations with the tools to excel in a dynamic and competitive landscape. One of RMIT’s key strengths lies in its programs, which provide extensive opportunities to enhance skills, develop strategic insights, and tackle real-world challenges.

The University collaborates with prominent industry leaders such as Coca-Cola Amatil, DHL Supply Chain, Toll Group, Australia Post, Amazon, and Cadbury Schweppes. These partnerships ensure the curriculum stays aligned with industry advancements and emerging trends. Students benefit from these collaborations through hands-on experience, working on real-world projects that prepare them for dynamic professional environments. For example, as the sector adopts automation RMIT has co-created a dedicated qualification with industry partners to upskill working professionals. The four course, one-year, Graduate Certificate has been designed to extend experienced logisticians capabilities in the areas of digitisation, automation technology, analytics and technology adoption. Toll, TMX and Linfox partnered with RMIT to ensure graduates of the qualification will be able to lead the automation transformation of the logistics sector. The mode of delivery was also co-created with these industry partners, resulting in a blended mode,

GO TO WEBSITE

so students can attend in-person or study online with fellow professionals.

RMIT places a strong emphasis on applied learning, leveraging partnerships with leading companies to provide access to cutting-edge research, innovative technologies, and industry insights. These collaborations encompass co-designed projects, workshops, and knowledge-sharing forums, fostering an ecosystem of continuous learning and innovation. This approach bridges the gap between academia and industry, equipping students and professionals with practical solutions. Furthermore, RMIT’s global connections extend to its industry partnerships and alumni network, fostering international opportunities and collaborations. Practitioners can benefit from RMIT’s global perspective, gaining insights into diverse markets and solutions to complex supply chain challenges. RMIT’s logistics and supply chain offerings are accredited by The Chartered Institute of Logistics and Transport (CILT) Australia. This accreditation enhances the qualifications with professional recognition, boosting career prospects for graduates.

By engaging with RMIT University, industry practitioners in logistics and supply chain gain access to cuttingedge education, research, and a network of thought leaders. This partnership not only enhances individual and organizational capabilities but also contributes to shaping the future of the global supply chain landscape.

Why you should adopt Al-powered planning tools sooner rather than later

Author: Tim Nichols, Quantiful

The role of Al in retail planning is getting clearer every day as the technology matures and leaders in the sector start to reap the benefits.

Implementing and embracing the right planning tool has the potential to impact a range of core business metrics that all ultimately relate to profitability. It’s reasonable to expect to see:

Up to 40% improvement in stock turn, freeing up working capital and providing retailers with the flexibility and agility they need to focus on high-margin SKUs

– 35% improvement in forecast accuracy, driving confidence in future decisions on existing stock and imminent procurement decisions

– 85% accuracy on predecessor product, resulting in automated and accurate fulfilment, freeing up precious product management time

The financial bottom-line benefits are significant with the right stock being ordered, going to the right locations and customers in the right quantities, and accurate demand data flowing through the supply chain. In fact, in today’s super challenging market environment,

Al is often the difference between red and black ink at the end of the financial year.

What are the signs you’ve got a forcasting problem?

Why is AI so much better than traditional methods and how will it impact planning processes?

How do you get started implementing a solution like Quanfiful?

1. What are the signs you’ve got a forcasting problem?

2. Why is AI so much better than traditional methods and how will it impact planning processes?

3. How do yu get started implementing a solution like Quanfiful?

Click here to view full article.

Why planning accuracy is key to the future of retail

Author: Tim Nichols, Quantiful

Traditional retailers worldwide are feeling pain. Major brands like Macy’s in the US, Godfreys in Australia, and Smith and Caughey in NZ, which have been around for decades, are closing their doors, citing tough trading conditions, fickle consumers, the impact of online shopping, and, of course, COVID-19. Click here to view full article.

These are all. of course, real challenges retailers face today, but is something else contributing to the seemingly rapid decline of retail? Working with retailers across ANZ, we can observe first-hand the challenges that contribute to the growing list of struggling companiesand the issue is not necessarily what you think.

Data and process

By ingesting and processing trillions of sales events and external data such as environmental, social and search data, we can see a view of consumer behaviour and company performance that is not ordinarily available to even the most tech-savvy organisations.

When we examined the data closely, we found several common trends across many large ‘traditional’ retailers-if not most. We found the same issues in enough places to indicate something is going on that is worth sharing.

Click here to view full article.

From Australia to the world: How Aussie brands are breaking into overseas markets

Expanding into international markets opens doors to significant growth opportunities for Australian businesses, particularly in larger markets like the US and UK. Understanding what international buyers want and choosing

Austin Ludwik, Supply Chain Specialist at Hismile, emphasises the importance of transparency. “Our checkout

Delivering exports without the hidden expenses

Grow your business with Australia Post’s great value, reliable international shipping

Linde shares insights on the importance of separating people and machinery

Forklifts and pedestrians operating in the same space pose significant risks. Taking into account Australian workplace accident statistics between 2017 and 2022, SafeWork NSW recorded 1,538 forklift-related incidents, with pedestrian-related incidents being the most commonly reported. Similarly, WorkSafe Victoria noted that pedestrians were the largest group seriously injured by forklifts in 2022, making up almost 20% of accident claims.

According to WorkSafe Executive Director of Health and Safety, Narelle Beer, “Even a slow-moving forklift can injure or kill yet too many employers are still failing to implement traffic management plans that separate forklifts from pedestrians with physical barriers, pedestrian exclusion zones, traffic lights and signage.”

Collisions often occur due to poor visibility, insufficient training, or failure to adhere to safety protocols. Many incidents involve pedestrians entering areas where forklifts operate or operators failing to notice pedestrian traffic.

The good news is that these accidents are preventable.

Authorities stress that proper safety measures can make a significant difference, encouraging employers to prioritise safety and ensure their machinery and systems of work are fit for purpose. According to experts, establishing clear guidelines for pedestrian and forklift interactions fosters a culture of safety. This requires ongoing training, continuous monitoring, and encouragement to ensure staff follow best practices and avoid unsafe habits.

A proven way to prevent pedestrian-related incidents is by keeping ‘man and machine’ separated.

“Pedestrian separation is always the safest solution,” says Allan Spackman, Technical Manager - Warehousing Solutions at Linde Material Handling Australia. His advice is echoed in a recent WorkSafe guidance, which highlights

the importance of separating forklifts from pedestrians in the workplace.

The guidance outlines practical ways to reduce risks, including traffic management systems such as physical barriers, exclusion zones, and signage.

Separation begins with a well-organised workspace with clear partitions. When pedestrians and forklifts operate in their designated areas, it reduces congestion, minimises delays, and optimises the flow of goods.

Linde offers a range of technologies fitted to its forklifts to support pedestrian safety efforts by keeping machines at a safe distance.

“Our machines have many in-house and aftermarket assistance systems available, from motion detection, reverse sensors, AI-based human recognition, 360-degree camera systems, and Linde Safety Guard, a modular pedestrian warning system that doesn’t require line-ofsight to the pedestrian (unlike camera-based systems),” Allan adds.

Spackman advocates a double-headed approach –alerting forklift operators to the presence of pedestrians while simultaneously warning pedestrians when forklifts are approaching.

Separating pedestrians and forklifts is not just a safety measure; it is a fundamental component of workplace management, and a key duty of care for employers. By prioritising this separation, companies can safeguard their employees, improve operational efficiency, and reduce workplace risks.

Keep up to date with the latest in material handling safety by visiting our Content Hub

Zeder Corporation Reduces Stock Levels by 30% While Minimising Lost Sales

Zeder Corporation, Australia’s largest automotive steering and suspension business, faced the challenges of unpredictable demand and long lead times in a fiercely competitive market. In partnership with Slimstock, Zeder transformed its supply chain operations using the Slim4 platform, driving substantial improvements in inventory management and customer satisfaction.

The Challenge: Navigating an Unpredictable Market

The aftermarket automotive sector is notoriously volatile, with demand influenced by economic cycles. For Zeder, the combination of 8-12 month lead times and the need for inventory optimisation made it crucial to address obsolete stock and shortages. As Zeder prepared for global expansion, a more reliable and efficient supply chain was necessary to meet customer expectation.

Manish Narayanan, Director S&OP at Zeder, noted:

“Customers had become resigned to delays, but we saw an opportunity to break that cycle and redefine what’s possible in this industry.”

Zeder’s challenge wasn’t just reducing excess stock— it was unlocking growth while minimising lost sales and maintaining exceptional service.

The Solution: Slim4 and Supply Chain Transformation

To streamline operations, Zeder partnered with Slimstock to implement Slim4, a data-driven supply planning solution. The results were outstanding: – 30% reduction in inventory through robust forecasting.

– $10 million AUD freed in working capital, fueling expansion.

– Lost sales dropped from 25% to 4%, significantly enhancing service levels.

Following the successful rollout at Fulcrum Suspensions, Zeder extended Slim4’s implementation post-merger. “The software is incredibly user-friendly and excels in supply planning. It makes forecasting efficient and effective without overcomplication,” Narayanan explained.

A Cultural Shift Towards Agility

In addition to implementing Slim4, Zeder recognized the importance of a cultural shift within the company. To address economic volatility and better manage demand fluctuations, they restructured their supply chain into a more agile, responsive network. Narayanan stated, “When the economy takes a hit, discretionary products feel the impact first. We’ve built

a responsive system that ensures seamless functionality and swift adaptation to market changes.”

This shift was accompanied by streamlined communication, facilitated by Slimstock’s platform, which ensured teams received the right information quickly. Narayanan emphasised;

“It’s not about overwhelming the system with data; it’s about sharing the right information efficiently. This enables teams to digest, process, and share insights up and down the supply chain in the shortest timeframe.”

This streamlined communication has been instrumental in reducing stock levels by 30% and aligning operations across the business.

Looking Ahead

While Zeder has achieved remarkable success, the company’s journey doesn’t end here. The company is focused on:

– Shortening lead times for raw materials and production.

– Optimising safety stock levels to release additional working capital.

– Enhancing quality control to minimise incidents while maintaining cost efficiency.

Through its partnership with Slimstock, Zeder has turned its supply chain into a strategic asset. Slim4 remains central to adapting to market demands while maintaining operational excellence.

Manish Narayanan concludes, “Over the past three or four years, I’ve observed Slimstock from both a consultant’s and a customer’s perspective. Their focus on priorities, continuous improvement, and strong culture make them one of the best supply planning companies. It’s not just about the software or business; it’s about the people, too. I’m excited to continue improving our business alongside Slimstock’s team.”

Zeder’s success shows that supply chain optimisation is about more than technology—it’s about people and partnerships. With Slim4, Zeder is well-positioned for growth in an ever-evolving market.

Find out more

How technology simplifies route planning, deliveries and daily operations for fleet operators

How technology simplifies route planning, deliveries and daily operations for fleet operators

Fleet operators have one of the toughest jobs in the industry. Every day is a juggling act—balancing tight schedules, last-minute changes, unexpected delays and growing customer expectations. One small disruption can cause a ripple effect, turning a smooth operation into a stressful scramble.

But there’s good news. The right technology can ease the pressure, making route planning, warehouse operations and deliveries more efficient and predictable. Here’s how top-performing fleet operators are using smart tools to work smarter, not harder.

Smarter route planning: starting the day with confidence

Planning routes with whiteboards or spreadsheets? Even the most seasoned planners struggle with these methods. When unexpected disruptions happen, like a sick driver, no-shows or vehicles out of action, adjusting on the fly can be overwhelming.

Modern route planning and optimisation tools help by: Automating route planning to save time and reduce errors

• Providing real-time visibility of fleet availability and movements

• Enabling drag-and-drop scheduling for easy lastminute adjustments

• Publishing plans instantly for real-time tracking and execution

• Offering flexible data management to suit your operation’s unique needs

Warehouse efficiency: reducing stress before vehicles hit the road

Even the best-planned routes can unravel if loading delays slow things down. Missing paperwork, misloaded vehicles or last-minute stock issues add stress when time is tight.

Top fleets avoid these issues by using digital loading workflows and scanning technology to ensure every item is accounted for and vehicles are loaded efficiently:

• Guided LIFO loading helps warehouse teams load vehicles in the correct sequence, saving time and reducing unloading errors

• Scanning technology tracks every item to prevent missing goods or incomplete deliveries

Once deliveries are underway, fleet operators face constant pressure from traffic, vehicle issues and lastminute changes. Instead of relying on phone calls and fragmented updates, operators use real-time transport visibility platforms to stay ahead.

These tools:

• Digitise operations by replacing

• printed plans with runsheets, automated workflows and instant driver communication

• Enable live tracking & monitoring so teams always know driver locations, progress and status

Provide instant alerts for road disruptions, allowing real-time route adjustments

Streamline delivery execution with live route updates and departure boards, pre-start compliance checks and digital workflows, instant electronic Proof of Delivery (ePOD) capture, and accessible site instructions and documents

• Enhance driver support and safety by ensuring compliance and proactively addressing concerns

Seamless deliveries: making life easier for everyone

The last mile is often the most unpredictable. Customers expect smooth, on-time deliveries, but without clear communication and efficient proof of delivery, small issues can turn into big frustrations.

Real-time delivery execution: staying in control on the road

ePOD solutions help fleets complete deliveries smoothly by:

Providing paperless documentation to speed up invoicing and reduce admin work

Sending automated notifications to keep customers updated in real-time

Managing exceptions efficiently to quickly resolve delivery issues and adjust plans as needed

End-of-day review: wrapping up with clarity, not chaos

After a long day on the road, the last thing operators need is hours of admin work. But without the right tools, reviewing the day’s performance and planning for tomorrow can be a daunting task.

Modern fleet management solutions simplify end-of-day processes by:

• Automating performance analysis to identify trends and areas for improvement

• Providing advanced reporting and data insights for informed decision making

• Ensuring smooth workflow execution so all post-shift tasks are completed accurately and efficiently

Looking for a better way? Join Microlise’s webinar! Fleet management is challenging, but the right technology can make it easier. Join Microlise’s webinar to learn how top fleets are cutting costs, boosting efficiency and streamlining daily operations.

Free webinar: How to Master Route Planning & Delivery Execution Using Technology Register now!

Transport and Logistics Sector Women’s

The Importance of UI/UX In Warehousing: Enhancing Efficiency and Productivity

In today’s supply chain, a well-designed user interface (UI) and seamless user experience (UX) are more critical than ever. As warehouses adopt advanced technologies to optimise operations, intuitive and userfriendly systems have become essential for boosting productivity, reducing costs, and simplifying processes. Find out below why UI/UX matters and how it impacts your warehouse operations:

Streamlining Onboarding

Onboarding is a recurring challenge in the supply chain, but having an intuitive UI can reduce the need for extensive training programs. Systems designed with simplicity and ease of use enable new employees and warehouses to get up to speed quickly, ensuring:

• Faster onboarding processes

Reduced training costs

• Minimal downtime during employee transitions

A user-friendly warehouse management system (WMS) not only accelerates user onboarding but also simplifies the setup and scaling of new warehouse locations, ensuring smooth transitions and sustained operational efficiency.

Simplifying Change Management

Implementing new technologies can disrupt existing workflows, but systems with a best-in-class UX minimise this impact by ensuring seamless adoption and ease of use. Smooth transitions and minimal disruptions during changeovers are accomplished by:

• Offering familiar navigation patterns

• Providing in-system guidance and prompts Enabling seamless integration with existing workflows

When employees experience fewer obstacles during transitions, adoption rates improve, and organisations

can unlock the full potential of their investments.

Driving Productivity Through Faster Operations

Efficiency is the backbone of warehousing. Systems with optimised UI/UX design directly impact productivity. Clear layouts, intuitive dashboards, and easy-to-follow workflows empower employees to complete tasks faster and more accurately. The key benefits include:

• Mitigated labour challenges

Faster inventory management

• Improved real-time decision-making with accessible data

By enabling employees to focus on their core tasks instead of struggling with software navigation, businesses can achieve higher operational efficiency and customer satisfaction.

At Softeon, we understand that technology should simplify operations, not complicate them. That’s why our WMS solutions prioritise UI/UX, ensuring you can quickly onboard employees without requiring extensive training. Our systems make it easy to integrate with new tools, expanding your capabilities and streamlining operations for greater efficiency.

With the ability to adapt to changes with minimal disruption, you can boost productivity and deliver results quickly for your customers. In an industry where time and accuracy are critical, Softeon’s industry-leading design and functionality provide a strong foundation for long-term success.

For more information about how Softeon can unlock the full potential of your supply chain, go to https:// www.softeon.com/contact-us/

Creating Better Futures through Skilling Queenslanders for Work

Imagine Douglas’s delight when, after attending a Skilling Queenslanders for Work program in warehousing, he had the option of two job offers! Entering the program with some major barriers from his past, Douglas didn’t let that define his future and turned up every day, ready to learn skills for the warehousing industry. Applying for multiple roles early in the program and armed with an updated resume, Doug received three interviews and was excited to receive not one but two job offers. He is now back in the workforce and the future looks bright!

Doug said of the Warehousing program, “My job provider mentioned the program and after speaking with Kasey (mentor on the program), I saw it as an advantage to gain more experience in the field I wanted to work

“My plans now are to use what I learned in the program to better myself in my home and work life, create a stable and safe environment for myself and pass my forklift ticket to reach higher success in my current role as a warehouse operator.”

Skilling Queenslanders for Work (SQW) is a Queensland government funded initiative to skill-up job seekers and prepare them for the workforce. Our SQW program mentors are keen to develop further relationships with warehouse and logistic industry employers in the Brisbane region to offer eligible participants hands-on work experience, skills development and the opportunity to prove themselves for any work opportunities.

Participants in our SQW warehousing program gain skills and on-site work experience in warehousing and logistics. Upon graduation, the goal is to match them with employers to continue their qualification and traineeship.

Skilling Queenslanders for Work Program Manager at Skill360, Kristie Kelly, said “Over the years of delivering this program, we’ve witnessed hundreds of job seekers enter with little or no confidence or workplace skills and then exit with newfound connections, skills and most importantly, employment. Participants often just need the experience and opportunity to see what the workforce is about or they may be re-entering the workforce and need skills and connections to industry employers.

“Participants not only gain valuable vocational skills, but they also gain soft skills like teamwork, cooperation, communication in the workforce and presentation. We’re currently looking for employers in the warehousing and logistics industry to connect with

us and offer no-obligation work experience trials for our participants. For employers, its also a great way to trial potential employees for your team!”

If your warehousing or logistics business is interested in partnering with Skill360 to trial some of our Skilling Queenslander for Work participants, contact Kasey Vessey today at 0417 651 673 or email Kasey.Vessey@ skill360.com.au

Skill360 is a Registered Training Organisation (RTO:1607) and a part of The BUSY Group, an Australian community organisation offering employment, education, health and training programs to support individuals with their careers and businesses with their human resourcing needs.

Douglas completed the Skilling Queenslanders for Work program undertaking Warehousing skills and, after two job offers, is now happily employed

AI Warehouse Automation: The Future of Logistics Efficiency

In the ever-evolving world of logistics, automation is no longer a futuristic concept—it’s a necessity. Among the transformative technologies reshaping the industry, Artificial Intelligence (AI) stands out as a game-changer. By integrating AI into warehouse automation, businesses are unlocking unprecedented efficiencies, sustainability, and scalability.

This article explores the latest trends in AI warehouse automation, highlighting how this technology is revolutionizing material handling and preparing organizations for a more efficient and resilient future.

The Rise of AI in Warehouse Automation

Warehouse automation has been a cornerstone of logistics innovation, with conveyors, automated guided vehicles (AGVs), and robotic systems becoming increasingly prevalent. Now, the integration of AI is taking these technologies to the next level, enabling smarter, more adaptive, and efficient operations.

AI’s impact is felt across several emerging trends, including

• Predictive Maintenance: AI-driven predictive maintenance leverages real-time data from sensors and cameras to anticipate equipment failures. This allows businesses to address issues before they disrupt operations, significantly reducing downtime and repair costs.

• Advanced System Modelling: AI-powered 3D layout tools optimize warehouse design by simulating material flow and space utilization. This ensures that automated systems are tailored to the specific needs of each site, improving overall efficiency.

• Data-Driven Decision Making: The wealth of data collected by AI-enabled systems, such as load sizes, energy consumption, and workflow patterns, empowers businesses to make informed decisions that enhance productivity and reduce costs.

Emerging Trends in AI Warehouse Automation

The integration of AI into warehouse automation aligns with broader trends that are shaping the future of logistics:

Sustainability

Energy-efficient solutions remain a top priority for businesses and consumers alike. AI enhances technologies like zero-pressure accumulation (ZPA), optimizing energy usage and significantly reducing waste. This not only lowers operational costs but also helps organizations meet stringent sustainability goals.

Plug-and-Play Systems

AI simplifies the adoption of modular, scalable solutions. Pre-programmed control units, for instance, allow for seamless integration of new components into existing systems. This reduces installation time and enhances system adaptability to evolving operational needs.

Flexible AGV Integration

Automated Guided Vehicles (AGVs) and Automated Mobile Robots (AMRs) are being enhanced by AI, enabling them to fill temporary or complex gaps in workflows. AI

ensures these devices operate cohesively within larger automated systems, maximizing their value in dynamic environments.

Benefits of AI Warehouse Automation

AI offers unparalleled advantages that are transforming the way warehouses operate:

• Efficiency Gains: AI-powered systems work continuously without the limitations of human labor, delivering faster and more accurate results.

• Improved Safety: By reducing the need for human intervention, AI minimizes workplace accidents, particularly in high-risk environments like warehouses.

Future-Proofing: With AI-driven adaptability, businesses can respond to changing demands, scale operations, and adopt new technologies seamlessly.

Sustainability Leadership: AI optimizes resource usage, making operations more eco-friendly while aligning with growing consumer and regulatory demands for sustainability.

Preparing for the AI Revolution

As logistics businesses navigate a competitive and fast-changing landscape, investing in AI warehouse automation is becoming a strategic imperative. Whether through predictive maintenance, advanced modelling, or seamless integration of technologies like AGVs and ZPA systems, AI offers the tools needed to enhance operational efficiency and resilience. While the initial investment may seem significant, the long-term benefits of AI-driven automation far

outweigh the costs. By adopting these cutting-edge solutions, organizations can meet rising consumer demand, mitigate labor shortages, and lead the charge in sustainable logistics practices.

AI warehouse automation is more than just a trend

By harnessing the power of AI, businesses can achieve transformative efficiency, sustainability, and adaptability. Those who embrace this technology now will position themselves as leaders in the logistics industry for years to come.

Don’t wait—start your AI automation journey today and stay ahead in the race for logistics excellence.

5

Things Supply Chain Businesses Are Doing to Future-Proof Their Workforce

The supply chain industry is a battlefield. Between skill shortages, rising automation, and shifting regulations, businesses are in a constant tug-of-war for top talent. The last thing you want is to watch your best people jump ship to your competitors.

So, what are the top players doing to lock in their workforce and stay ahead? Here are five proven strategies that will keep your team skilled, engaged, and off the radar of poaching competitors.

1. Upskilling Staff with Industry-Relevant Training

Gone are the days when a forklift license and a good attitude were enough to build a career in logistics. Today’s supply chain demands sharp, skilled workers who can adapt, problem-solve, and stay compliant with evolving industry standards.

Leading businesses are investing in structured training programs to boost workforce capabilities and close critical skills gaps. The best part? It doesn’t have to break the budget. Government-funded training programs, like fee-free traineeships, make it easier than ever to level up your workforce without a massive price tag.

2. Building Multi-Skilled Teams for Maximum Agility

Let’s face it: supply chain disruptions are the new normal. Whether it’s a global crisis, a shipping delay,

or an unexpected spike in demand, businesses need teams that are agile and pivot fast.

Smart companies aren’t just filling single rolesthey’re cross-training employees to handle multiple functions. When a team member is out, the whole operation doesn’t grind to a halt. Courses in Business & Administration, Leadership & Management, and Supply Chain Operations help employees take on broader responsibilities, keeping businesses nimble and resilient.

3. Mitigating Workforce Risks Through Training

Workforce risks don’t just come from safety incidents, they stem from operational inefficiencies, compliance failures, and unprepared teams. A poorly trained workforce can cost businesses millions in lost productivity, legal issues, and reputational damage.

Leading supply chain businesses are treating training as a risk mitigation strategy, not just an employee benefit. Investing in Work Health & Safety (WHS), compliance, and operational training reduces downtime, prevents costly errors, and ensures businesses stay ahead of regulatory changes. When teams are well-trained, businesses don’t just run smoother; they avoid the pitfalls that can cripple operations.

4. Developing Leaders, Not Just Workers

Want to keep your best people? Show them a future. Employees don’t just leave for money - they leave because they don’t see a path forward.

The smartest companies are building internal leadership pipelines, turning their best workers into tomorrow’s supervisors, managers, and decision-makers. Investing

in Leadership & Management training not only strengthens workforce capability but also reduces the need for expensive external hires.

5. Leveraging Government-Funded Training to Retain Talent

Here’s the secret weapon that too many businesses overlook: Government-funded training programs. These programs provide an affordable, high-impact way to train staff, enhance their skills, and most importantly, keep them engaged.

When employees see their company investing in their professional development, they’re far less likely to jump ship. Programs like the Certificate III in Supply Chain Operations give staff valuable qualifications while strengthening business capabilities.

Future-Proof Your Workforce - or Risk Losing It

In an industry where change is the only constant, talent retention isn’t just about salaries. It’s about creating a culture of growth, support, and opportunity. Companies that invest in training, upskilling, and leadership development don’t just survive, they thrive.

If you are interested in future-proofing your workforce, Learning Sphere can help with a range of bespoke enterprise solutions to suit your unique challenges.

Is Your Supply Chain Ready for AI? Aligning AI with Your Maturity Level

Artificial Intelligence (AI) is revolutionising supply chain planning, but one size does not fit all. AI isn’t just for highly advanced supply chains - every company can benefit, regardless of maturity. The key is to align the type of AI with your current capabilities and challenges, rather than jumping into advanced AI before laying the right foundation.

However, implementing AI blindly - without a clear understanding of your supply chain maturity level or the right technology partner - can be risky. AI success depends on selecting the right tools for your supply chain’s needs and ensuring proper support for seamless integration.

Supply Chain Practitioners can uncover their organisation’s readiness through examining their Supply Chain Maturity across five levels: Disjointed, Rudimentary, Defined, Dynamic, and Visionary. Each level requires a different AI approach.

The Five Levels of Supply Chain Maturity and AI Readiness

A Supply Chain Maturity Model is a framework that can be used in determining where an organisation is today. There are various models each with 4 or 5 maturity stages published and adopted around the world by medium and large enterprise. Examples include those from Gartner, Oliver Wight, Deloitte, PwC and SCOR, each with their own idiosyncrasies and shortcomings for Australian & New Zealand supply chains.

The unique model designed by DMS for Australian & New Zealand manufacturers, distributors and retailers is based on 5 stages and is designed for assessing not only the people, process and technology aspects but also strategy and collaboration. This model can be used for identifying strengths, weaknesses and opportunities but also for recognising what AI can deliver for you nowwhile preparing you for future advancements. But how is the model used? Organisations can engage in a detailed Supply Chain Maturity Assessment or start simple with an online Supply Chain Maturity Score.

Here’s how AI fits into each of the 5 stages of the DMS Supply Chain Maturity Score:

1. Disjointed Supply Chains (Low Maturity)

Limited processes, poor visibility, reactive decision-making

At this stage, supply chains operate in silos with minimal data integration, leading to inefficiencies and reactive decision-making. AI adoption should focus on basic automation and data cleansing to improve visibility and reduce manual effort.

–

AI focus: Data standardisation, rule-based automation, and entry-level reporting tools

– Example: AI-powered data cleaning can improve forecasting inputs by 30%, reducing errors in demand planning (Grant Thornton, 2023).

– Risk if ignored: Implementing complex AI models without a strong data foundation can lead to poor recommendations and inaccurate insights.

AI-powered data cleaning can improve forecasting inputs by 30%, reducing errors in demand planning (Grant Thornton, 2023).

2. Rudimentary Supply Chains (Basic Maturity)

Some digital tools, manual forecasting, limited data-driven decision-making

Companies at this level often have ERP systems but lack integrated planning tools or rely on spreadsheets for decision-making. AI adoption should focus on statistical models and well proven algorithms for demand forecasting and replenishment to reduce reliance on intuition.

– AI focus: Predictive analytics, demand forecasting, and replenishment automation

– Example: Deloitte found that mid-maturity supply chains using AI-powered demand planning improved forecast accuracy by 20%. (Deloitte Global CPO Survey, 2023)

– Risk if ignored: Without AI-driven forecasting, companies may struggle with stockouts and excess inventory, leading to increased carrying costs.

3. Defined Supply Chains (Intermediate Maturity)

Structured processes, better visibility, improving collaboration

Supply chains at this stage have well-established processes and some digital integration, but they lack agility and predictive capabilities. AI can be applied to optimise inventory, automate purchasing decisions, and improve supply chain visibility

– AI focus: Machine learning for inventory optimisation, near-real-time demand sensing, automated exception management

“Mid-maturity supply chains using AI-powered demand planning improved forecast accuracy by 20%”

Example: KPMG reports that companies using AI for predictive inventory optimisation reduce excess stock by 15% and improve service levels by 20% (KPMG, 2023)

– Risk if ignored: Without AI-powered automation, supply chains remain slow to react to disruptions, missing opportunities for efficiency gains.

“Companies using AI for predictive inventory optimisation reduce excess stock by 15% and improve service levels by 20%””

4. Dynamic Supply Chains (Advanced Maturity)

End-to-end digital integration, data-driven decision-making, agility in responding to changes

Companies in this stage use real-time data to make intelligent decisions, but many still rely on human intervention. AI should now be applied to scenario modelling, automated decision-making, and prescriptive analytics.

–

AI focus: Digital twins, advanced prescriptive analytics, AI-driven scenario planning

– Example: Oliver Wight found that AI-driven scenario planning reduces supply chain disruptions by 25% by proactively identifying risks. (Oliver Wight, 2023)

– Risk if ignored: Without advanced AI decision-support tools, companies may struggle to scale efficiently and lose competitiveness in fast-changing markets.

“AI-driven scenario planning reduces supply chain disruptions by 25% by proactively identifying risks”

5. Visionary Supply Chains (Best-in-Class Maturity)

AI-driven, autonomous supply chain operations, proactive risk management

At this level, companies have fully AI-automated supply chains where decisions are executed autonomously based on live data, market conditions, and predictive analytics. AI is no longer just a tool - it’s the driving force of decision-making.

– AI focus: Autonomous planning, continuous network optimisation, intelligent order response

– Example: According to DMS, Visionary-level supply chains using AI-driven autonomous planning reduce operational costs by 30% while improving fulfilment speed.

– Risk if ignored: Companies that fail to reach this level risk falling behind AI-native competitors who use AI for complete decision automation.

“Visionary-level supply chains using AI-driven autonomous planning reduce operational costs by 30% while improving fulfilment speed”

Avoiding the Pitfalls of Poorly Aligned AI Adoption

AI has the potential to deliver value at every level, but jumping into AI without a clear plan can backfire. Common pitfalls include:

– Investing in AI that doesn’t match your maturity level: Deploying an AI-powered digital twin when your core data is still fragmented won’t deliver value.

– Lack of integration with existing systems: AI should enhance your ERP, WMS, and TMS systems - not operate in isolation.

– Resistance to AI adoption: AI success requires executive buy-in and workforce upskilling. Oliver Wight reports that organisations that fail to train teams on AI adoption are 2.5x more likely to struggle with implementation. (Oliver Wight, 2023)

This is why choosing the right technology partner is as critical as selecting the right AI. The best partners tailor AI adoption to your supply chain’s current state while building a roadmap for future advancements.

“Organisations that fail to train teams on AI adoption are 2.5x more likely to struggle with implementation”

Finding the Right AI Strategy for Your Supply Chain

AI is for everyone - but not all AI is for everyone. Success comes from matching AI solutions with your current capabilities while preparing for the next level of maturity. Instead of asking, “Is my supply chain ready for AI?”the better question is: “What kind of AI is right for my supply chain?”

With the right AI solution - aligned to your maturity level and supported by the right partner - your supply chain can increase efficiency, reduce risk, and build longterm resilience

Final Thoughts

AI is no longer a futuristic vision - it’s here, and it’s accessible to all supply chains, at every maturity level. By assessing where you are today and implementing the right AI for your maturity level, you can unlock its full potential and move toward the next stage without the risks of misalignment or wasted investment. So, where does your supply chain sit on the DMS Supply Chain Maturity Score? The answer could shape your AI journey for the future. Visit www.supplychainmaturityscore.com to find out.

Making Modern Warehousing a Reality

Continuously shifting customer expectations and increasing regulatory requirements make it even more challenging for warehouse leaders to achieve the perfect order. In this environment, successful delivery and profitability demand warehouse transformations.

Market Watch

The road to maximising productivity and profitability in warehousing involves tackling challenges and seizing opportunities. Optimal use of space, labour, and technology is key, as are effective inventory management and data analytics. Adapting to changing consumer expectations and industry norms is crucial for maintaining a competitive edge. Overall, a strategic, holistic approach is essential for success.

The Unstoppable Rise of E-Commerce: A Paradigm Shift in the Global Marketplace

In today’s rapidly evolving business landscape, the impact of e-commerce is undeniable. From manufacturers to retailers, transportation and logistics providers, and wholesale distribution firms, every sector is experiencing the profound effects of this digital revolution. E-commerce has become a global phenomenon, reshaping the way we purchase almost everything.

With analysts projecting an astounding 300% growth from 2022 to 2028, the global e-commerce market is expected to reach a staggering $58.74 trillion. It is evident that these realities are propelling us into a whole new world of possibilities.

What Does This Mean for Warehouses?

Warehouses are reconfiguring their operations to accommodate the surge in e-commerce orders and optimising their supply chains for more efficient and profitable order fulfilment. At the same time, warehouses face significant operational hurdles related to returns, supply chain disruptions, and labour shortages. Despite these challenges, warehouses are expected to keep up with the demand for faster shipping and higher performance levels in terms of order turnaround time, accuracy, and a myriad of customer-facing metrics.

The push to compete in a crowded market and meet heightened customer demands has an impact on the bottom line, particularly for warehousing operations in third-party logistics. In competing to achieve the perfect order, many operations have made decisions that cut into profitability or put excessive pressure on the workforce. Some have scaled too quickly, while others have prioritised quicker delivery at the expense of cost efficiency.

Navigating the Winds of Change

In an era marked by changing consumer habits and expectations for speed and perfection, warehouses must adapt to endure.

While e-commerce has been a boon to individual consumers—introducing wider and easier access to goods across categories—it continues to pose challenges to

supply chains. For many warehousing decision-makers, increased e-commerce activity has emphasised existing issues within their organisations.

This year, 76% of decision-makers say they are under high pressure to improve warehouse performance while keeping up with shifting customer demand.

Revolutionising Operations to Deliver the Perfect Order

Once considered traditional and static spaces, warehouses have transformed into dynamic hubs embracing innovation to streamline operations and achieve the coveted perfect order. By leveraging cutting-edge technologies and adopting forward-thinking strategies, warehouses are revolutionising the way they function, ensuring efficiency, accuracy, and, ultimately, customer satisfaction.

Market disruption has compelled warehouses to transform both physically and operationally. Though facility expansion and new warehouses are down year over year, decision-makers plan for growth and overall improvement over the next five years.

By 2028, manufacturing industry decision-makers surveyed report the most significant changes in the quantity and size of their warehouse facilities. The number of facilities will grow by 56%, while the average size of each facility will expand by 20%.

Transforming

Tomorrow’s

Supply Chain

Warehouse visibility remains an essential component of a thriving supply chain ecosystem. The demand for efficiency and cost reduction in today’s competitive landscape motivates warehouses to optimise operations, identify bottlenecks, and streamline processes.

As warehouse technology and automation continue to evolve—and standards of operational excellence rise— businesses will rely on solutions that enable them to track the real-time location of all assets and inventory through each step of the supply chain.

For more information: Visit this LINK

VIC/TAS Division Report

2025 will be a big year for the SCLAA VIC/TAS Division. We kicked off the year with an internal committee meeting to map out the year and ensure we’re best set up to support our partners with events and thought leadership opportunities.

Huge focus was on the incoming International Women’s Day and the ASCLA.

As a result of the team’s efforts, we have completely sold out the IWD event set at 150 seats!

Huge thanks to our sponsors!!! They allow us to hold industry leadership events like this and I’m really proud of building this event bigger every year.

Mobiledock – Silver sponsor

• Slimstock – Bronze sponsor

• RG Dynamics – Door prize valued at $2500+

Netlogix – Door prize valued at $300

The mentorship program is up next and we’ve been proactive in getting some feedback from both mentors and mentees to improve what is already a solid program.

Keep an eye out on the SCLAA page for registrations.

Recently, we held an informal event for both committee members and friends of the SCLAA.

This is an open forum to meet the members, share stories and learn from each other. We hold these every alternate month so please reach out to your local SCLAA VIC/TAS committee member or myself if you’re interested in attending.

Photo proof that we know how to have fun! (This is Devraj, our committee member in charge of socials and local marketing practicing for his soccer trick event!). Well done, Devraj!

Last but not least, the ASCLA will be held in Melbourne in November. The whole charter is super excited on this and trust me when I say you’re going to want to book your table EARLY.

Archival Garcia VIC/TAS State President archival.garcia@sclaa.com.au

QLD Division Report

Kicking Off 2025: A Year of Connection & Growth!

Welcome back, SCLAA QLD members! We hope you had a fantastic holiday season and are ready for another exciting year ahead. 2025 is already shaping up to be a big one, and we hit the ground running with our first event of the year!

�� February Networking Night–A Fantastic Start!

On Thursday, 13th February, we kicked off the year with a vibrant networking event at Ballistic Beer Co, generously sponsored by Falcon Autotech. A huge thank you to Chris Josey from Falcon Autotech for delivering an insightful presentation on the benefits of warehouse automation—brief, engaging, and packed with valuable takeaways.

During the event, I was delighted to introduce our 2025 SCLAA QLD Committee and their roles. A heartfelt thank you to the committee members for their ongoing commitment—all of us are volunteers, and your support as members makes what we do possible!

I also encouraged attendees to explore how they can get more involved with SCLAA, whether by becoming a member, attending or sponsoring events, joining the committee, or participating in the mentoring program. There’s no shortage of ways to connect, contribute, and grow within our vibrant supply chain community. If you haven’t already, we encourage you to chat with one of our committee members to learn more about how to make the most of your membership. It was fantastic to see so many familiar faces and new connections being made over great conversation and cold drinks—a truly wonderful start to the year!

Up Next: International Women’s Day Breakfast!

Mark your calendars for our International Women’s Day Breakfast on Friday, 7th March, from 9–11 am, a morning dedicated to celebrating the achievements of women in supply chain and sparking valuable conversations about the road ahead.

We’re thrilled to present an inspiring speaker lineup for the event:

– Sharn Weston, Head of Supply Chain at Priestly’s Gourmet Delights, will share her journey as a leader in the industry and her insights on how to foster growth and resilience in supply chain teams.

– Monica Vorhauser, SCLAA QLD Division President and 2024 Women in Supply Chain Award winner in the Rising Star category, will bring her unique perspective on leadership in supply chain across diverse sectors.

The event will also feature a panel discussion moderated by Clare Morgans, Head of Marketing at Explorate. Joining the panel are:

– Melissa Best, Senior Business Development Manager at Explorate. With nearly 20 years in logistics, Melissa brings valuable insights into navigating the challenges and opportunities in the industry.

– Lyndsay Reyn, People & Culture Manager at Explorate. Lyndsay’s leadership experience in operations, product, and culture offers a fresh perspective on driving change and creating inclusive workplaces.

A huge thank you to our event sponsors, NetLogix, for their generous support in helping us bring this event to life.

This event promises to deliver inspiration, valuable insights, and plenty of opportunities to connect with industry peers. Spaces are limited, so register now to secure your spot!

2025 is just getting started, and we can’t wait to share

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WA Division Report

WA’s first event of the year saw the team from High Performance Leaders partnering with us to bring together industry leaders for a breakfast forum focused on leadership in Supply Chain & Logistics. With the format centred around giving attendees an opportunity to share their experiences and knowledge with each other.

The WA committee recognise how easy it is to get caught up in technology, equipment, and facilities. But one thing that’s easy to overlook is how people-dependent our industry truly is. This event was a great opportunity to emphasise the profound impact leaders and teams can have in shaping our ever-growing community. The event was held at the fantastic Sam Kerr Football Centre, where we covered important topics like leadership selection, improving team performance, and the kind of relationship teams expect from their leaders.

The forum was attended by a diverse mix of professionals, including team leaders, operations managers, logistics specialists, account managers, CEOs, and university professors. The group engaged in thought-provoking discussions, sharing personal experiences and exchanging valuable ideas on what has worked for them, lessons learned, and ways to implement best practices within their own teams.

Key Findings from the Forum:

Leadership Selection

– Emphasised the importance of face-to-face interaction and intuitive decision-making when selecting leaders.

– Attributes like emotional intelligence (EQ over IQ), vulnerability, resilience, and experience are critical.

– Promoting internally where capability for the position has been demonstrated.

Improving Performance

– Open, transparent communication and frequent feedback were key takeaways for building trust and improving team performance.

– Recognition and reward were highlighted as major drivers of motivation, along with empowering

individuals and encouraging continuous improvement.

– Engaging with team members one-on-one, understanding individual communication styles, and getting to know them personally can create stronger bonds and improve team collaboration.

What Teams Want from a Leader

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Teams desire leaders who are approachable, honest, fair, and who demonstrate respect and consistency.

– Leaders should focus on open communication and creating a safe, welcoming, and engaging environment.

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Teams value leaders who are empathetic, rational, and able to build collaborative relationships that prioritise fairness, recognition, and autonomy.

The response was very positive from all attendees with plans in place to hold a similar event in the coming months.

WA 2025 International Women’s Day Breakfast

The SCLAA WA will be celebrating on 7th March the diversity of the industry that it represents. At what promises to be a fantastic breakfast event hosted by Direct Couriers, four female industry leaders will be sharing insights into how they’ve built successful careers. Jennifer Dick from Mineral Resources, Jennifer Turner, formerly of Symbion, Holly Robsertson of DHL will be the panelists, with the discussion moderated by SCLAA WA Committee member Sherie Le Brun. Come along, meet fellow professionals and the WA committee and be uplifted. For more information and to register, click here.

2024 WA International Women’s Day Celebration

NSW/ACT Division Report

NSW Networking Event at Mullane’s – A Wonderful Start to the Year!

We’re pleased to share that our SCLAA NSW Networking Event on February 13th at Mullane’s was a great success! It was wonderful to see such a positive turnout, with both familiar faces and new members coming together for an enjoyable evening of drinks, conversation, and professional connection. The atmosphere was relaxed yet vibrant, and it was a fantastic opportunity to meet others in the supply chain and logistics community.

The evening was filled with meaningful conversations and an eagerness to learn from one another. It was truly heartening to see so much engagement, as our community continues to grow and strengthen.

We would like to extend our sincere thanks to everyone who joined us at Mullane’s. Your participation and enthusiasm made the event truly special. We are excited to continue hosting these networking events throughout the year, and we’re already looking forward to offering more chances to meet, connect, and learn from one another at future gatherings across different locations. Stay tuned for more information on our upcoming events, and we look forward to seeing you at the next one!