25-12 SCLAA Newsletter

DEC ‘25 DEC ‘25

2025 IN REVIEW WHAT’S ON

IN THIS ISSUE –

2026 International Women’s Day

–

ASCL Awards Celebrating Excellence

–

New ASCLA CEO

–

New Platinum National Partner, Mobiledock

DEC ‘25 WHAT’S ON

IN THIS ISSUE 4

Chair Report

7

Honouring Our Outgoing Chair

9

Our first CEO / Welcoming Our New Board Chair

10

Message from Our CEO

11

New Platinum National Partner

12

2025 ASCL Award Winners

14

Celebrating Excellence

16

2026 International Women’s Day

19

National Mentoring Program Wrap Up

20

Divisional Reports

34

Simplifying Supply Chain KPIs

36

Melbourne Supply Chain Conference

37

Communication Courses for International Students

38

What supply chain leaders need to know about 2026

40

Accelerate Growth and Customer Onboarding

42

Infios and Amazon Web Services (AWS) join forces

43

A 10-year plan for industrial land

44

Start Leveraging AI in Your Business

46

Microlise announces integration with Logmaster

47

A Playbook for ANZ Logistics

48

JD Sports expands with new Swisslog omnichannel AutoStore solution

50

New Global Partner for Integrated Warehouse Automation

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WELCOMING OUR NEW PLATINUM NATIONAL PARTNER

OUR PLATINUM PARTNERS

DEC ‘25

SCLAA ACKNOWLEDGES THE SUPPORT FROM OUR PARTNERS

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TAFE NSW Short Courses

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DEC ‘25

We continued to partner with some of the leading conference providers to the industry across Australia, including CeMat, Megatrans, Supply Chain Week and Retail Fulfilment Summit.

Sue Tomic SCLAA Board Chair Managing Director for Chain Consulting Services.

Appointed to the Board in 2019.

Chair’s Report The Year in Review: It’s a wrap!

In a year in which ASCLA has once again achieved strong performance, I am pleased to report that the Association has once again demonstrated its importance and value to industry and stakeholders. The solid results are a result of underlying growth of memberships, corporate partnerships and the benefits delivered for the year.

In FY25, underlying revenue grew by 13% and Equity increased by 12% Our Partners increased by 34% YOY. These are very pleasing results that demonstrate the strength of the association and underscores the resilience of ASCLA, particularly given the economic climate and business sentiment faced during the year.

The factors impacting performance included tightening marketing budgets by our corporate partners, cost of living pressures which has reduced incremental spending in our target individual member cohort and the increased activity by competitor associations in the supply chain and logistics sector.

We held our first Virtual Summit during FY25, a member obligation under Supply Chain Partners. The aim is to expand these in frequency and increase attendance during 2026.

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We delivered a successful ASCLA Awards event in Nov 2024 with record attendance of over 500 registrants, only slightly surpassed by the most recent awards held in Melbourne, at which 520 attended. The gravitas of the November 2024 awards was evident with an inspiring keynote by Christine Holgate, CEO of Toll Global Express and attracted both national and international sponsors and attendees.

DEC ‘25

Our second largest event of the year, our annual Women in Logistics networking event held on or around International Women’s Day continued its growth trajectory since being established.

At the inception of my tenure, this event was held locally in Melbourne of each year with some 150 to 200 attendees.

By expanding this National Tier 1 event to all States, and have it managed and hosted by each Division, this has seen year on year growth with over 600 attendees across 5 states in 2025.

This event is also our premier event for fundraising on behalf of a nominated charity. I am pleased that the Board has supported the initiative of social justice and use the event to galvanise the supply chain and logistics industry to “give back” to the less fortunate in our communities.

Over the last 5 years we have raised over $80k for womens shelters, domestic violence causes, the Leukaemia Foundation and next year, after many discussions and endorsement from the Board, I am pleased to have secured OzHarvest as our charity partner. Befitting given they are an organisation whose operations are wholly in logistics!

Being one of the largest charities operating in Australia, this relationship will provide reciprocal brand awareness of both our organisations and much needed funds for the increasing homelessness across the nation.

New Zealand Launch Through a relentless focus on our strategy, one of my personal goals from the outset of joining this particular Board, was diversification by geography. Back in 2019, I was sent on a reconnaissance mission to NZ to assess viability, then we all were impacted by border closures shortly thereafter.

are that the NZ market welcomes what ASCLA as an association has to offer and will significantly foster B2B and individual connections and collaboration. It will also provide a growth pipeline and even further strengthen our balance sheet and add to a very positive outlook to enable reinvestment for the benefit of all members. This expansion has also pre-empted our further rebrand from Supply Chain & Logistics Association of Australia (SCLAA) to Australasian Supply Chain & Logistics Association (ASCLA) to align branding with the Awards and our longer term strategic objectives of expanding our international member cohort.

Outlook The global economic and geopolitical volatility that we saw throughout FY25 looks set to continue into the new financial year, and while the historic growth of the Association positions ASCLA well to manage and respond to challenges, it is a cause for caution.

We expect to continue to deliver even greater member benefits and expand our international growth in FY26, however this will naturally depend on a range of factors including domestic and global economic conditions and the related impact on business sentiment to continue their levels of marketing expenditure with ASCLA. With respect to individuals, the level of discretionary income will be a key factor with respect to our growth targets.

Pleasingly, ASCLA continues to have multiple organic and inorganic growth options across its service offerings and continues to be well placed to deliver long-term benefits as the Association of choice in our industry.

Looking back over the last 5 years…..Growth Consistent with our strategy.

As many of you may be aware, I am stepping back from the ASCLA Board as at 31st December in line with Constitutional requirements. This has caused me to pause and reflect on the changes that have transpired during this time. Serving as the Chairwoman of ASCLA for the past four years has been an enormous privilege and I am grateful to members, partners and my Board colleagues for the support I have received during my tenure.

I stepped into the Chair role at an extremely tenuous time in the history of the Association, and indeed for us all in supply chain and logistics. With mandatory lockdowns that commenced in 2020, crisis management was imperative for our survival and implementing and executing an alternative strategy to maintain relevance, was paramount.

I am pleased to say this was finally achieved with our entry into the New Zealand market two months ago as 120 industry leaders from over 54 companies attended to hear panellists and keynote speakers discuss the unique challenges they face as an industry. All indicators

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At that time, the association was predominantly reliant on face-to-face events and networking for its growth, we quickly pivoted to online webinars, seminars and networking events, (even sending attendees and committee members small packages to their homes as incentives to attend) whilst also focussing on amplifying our digital presence. All these measures contributed to

DEC ‘25

not only the associations survival but resulted in growth.

Our success is testament to the dedication of our Board and volunteer team during that difficult time. Since then with rebranding and refocus of our vision and goals, we continue to evolve and experience year on year growth.

A snapshot of our 5 year growth shows consistent and sustained positive growth, enabling investments in additional resources, expanding brand awareness and subsidised member benefits. In In 2022, we launched both Platinum Partnership and Executive Membership, and subscription pricing has remained at status quo since that time.

As at writing this report, our Partners have increased by 198% from 16 to 48 over the 5 year term and we have added media, conference, education partners as well as collaborated with other associations.

5 Year Metrics: 2021 to 2025 Revenue

143%

Equity

71%

Cashflow

69%

Partnerships

194%

Total Cumulative Membership Growth

43%

Membership Revenue

428%

Some highlights include: • 194% growth in corporate partnerships, strengthening our industry connections and commercial sustainability • 143% revenue growth, enabling us to invest more in member value and industry advocacy • Successful rebrand to ASCLA, reflecting our expanded Australasian vision and strategic direction • First-ever acquisition bringing Supply Chain Partners into the Association, expanding member benefits through a dedicated jobs board, products and services directory, member-to-member connectivity, and international reach • Launch into New Zealand, opening a new market with over 120 attendees and 54 companies at our inaugural event, strengthening cross-Tasman collaboration These numbers represent more than growth - they demonstrate what’s possible when vision meets commitment and strategic execution, building the foundation that positions ASCLA for long-term success across the region. One of our partners summarised it well and shared that the Association has gone form “Who are you?” to “You [ASCLA] are everywhere!”

I have been working with our newly appointed CEO, Steve Ballerini and incoming Chair Stephen Lakey these past weeks as they transition into their respective roles.

I am confident they, along with the Board will do an outstanding job and maintain the highest level of integrity and governance that the roles require.

I encourage the Board to continue to foster diversity, and actively strive to balance gender, age and cultural representation at the highest levels.

Conclusion The future is bright for the Association with some new initiatives already commenced that will come to fruition in the coming year: • Launch of a Professional industry accreditation, spearheaded by or Ben Fahimnia and the TED committee.

• Transition of our bi monthly ASCLA newsletter to a quarterly ASCLA magazine • Consolidation of a NZ Branch and committee • Launch of our Jobs Board specific to the Supply Chain & Logistics industry • Launch of Leadership courses in partnership with Academy Global • First ever ASCLA Awards to be held in Queensland • Further overseas expansion

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DEC ‘25

Finally, I take this opportunity to thank our admin resources and the entire Volunteer team for their hard work and contribution to the success of our Association in FY25. Thank you also to our members who trust ASCLA to provide the platforms, critical links and industry intel to enable the growth of their businesses and networks.

And with gratitude to my Board colleagues for the honour of awarding me ASCLA Lifetime Membership, I am deeply humbled.

Whilst I leave the Board, my time in the industry is far from done and I look forward to the new opportunities and ventures that 2026 will bring for all of us!

Sue Tomic Chair of the Board sue.tomic@ascla.org

2020……then

And now in 2025

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DEC ‘25

Honouring Our Outgoing Chair As part of ASCLA’s constitutional governance structure, current Board Chair Sue Tomic will complete her five-year tenure at the end of 2025.

Sue’s leadership has been transformational for the Association.

Under her guidance, ASCLA has achieved remarkable growth and strategic advancement, positioning our members for longterm success.

During her tenure, the Association delivered: – 194% growth in corporate partnerships, strengthening our industry connections and commercial sustainability – 143% revenue growth, enabling us to invest more in member value and industry advocacy – Successful rebrand to ASCLA, reflecting our expanded Australasian vision and strategic direction – First-ever acquisition bringing Supply Chain Partners into the Association, expanding member benefits through a dedicated jobs board, products and services directory, member-to-member connectivity, and international reach – Launch into New Zealand, opening a new market with over 120 attendees and 54 companies at our inaugural event, strengthening cross-Tasman collaboration – Sue joined the Board as Treasurer in 2019 and navigated the Association through unprecedented challenges, including the COVID-19 pandemic. Where others might have retreated, Sue led the charge to redesign how we served members, ensuring not just survival but sustained growth during uncertainty.

Sue Tomic

Outgoing Board Chair

Her vision, dedication, and strategic leadership have built the foundation that allows us to now appoint our first CEO and continue expanding our impact across the region.

We are deeply grateful for Sue’s service and the legacy she leaves behind.

L-R: Brian Lynn (WA Director), Natalie Wallice (Qld Director), Steven Lakey (Independent Director/Incoming Chair), Steven Ballerini (CEO), Sue Tomic (Independent Director/Outgoing Chair), Brett McGowran (SA/NT Director), Cathy-Anne Jones (NSW/ ACT Director), Don Nardella (Independent Director), Rakesh Bandipelli (VIC/TAS Director), Ben Fahimnia (Independent Director)

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DEC ‘25

Introducing ASCLA’s First CEO and New Board Chair As ASCLA continues to grow in scale, reach, and impact across the Australasian region, we are strengthening our leadership structure to match our ambition.

Appointing Our First CEO We are pleased to announce the appointment of Steven Ballerini as ASCLA's inaugural Chief Executive Officer.

This appointment is a significant milestone for the Association. As we expand operations across Australia and New Zealand, deepen member value, and increase our industry influence, the need for dedicated executive leadership has become clear.

Steven Ballerini is a passionate and dynamic executive with over 15 years’ experience driving growth and transformation in Australia’s supply chain and logistics sector, with a strong track record in 4PL services. Known for his energy, commercial insight, and collaborative style, Steven is committed to building enduring partnerships that create lasting value.

With his extensive experience in strategic direction and organisational leadership, Steven's expertise will drive our next phase of growth - scaling member services, strengthening industry partnerships, and positioning ASCLA as the leading voice for supply chain and logistics professionals across the region.

Steven Ballerini

Chief Executive Officer

Welcoming Our New Board Chair Stephen Lakey will assume the role of Board Chair, effective 31 December 2025.

Stephen has been with the Association since 2008, taking on the position of President of the VIC/TAS Division in 2020, and joining the Board as a State Director in November 2022. He is a seasoned supply chain technology consultant and communications coach with over 17 years of industry experience. He specialises in supply chain digitalisation and operational improvement, helping organisations build efficient and sustainable supply chains.

Stephen is also known for developing the communication skills of supply chain professionals, supporting stronger collaboration and leadership. His deep industry knowledge and proven leadership experience make him well-suited to guide ASCLA’s strategic direction. His appointment ensures the association’s continued strong governance as we build on our momentum and pursue new opportunities for member value and industry impact.

Stephen Lakey Board Chair

Strengthening Leadership for the Road Ahead These appointments mark an important step forward in ASCLA’s evolution. With a dedicated CEO and a new Board Chair, we are expanding our leadership capacity, sharpening our strategic focus, and positioning the Association to deliver even greater value to members across Australia and New Zealand.

Our commitment remains unchanged: to advocate for our profession, support our industry, and continue building a stronger, more connected supply chain and logistics community.

This transition reflects progress, continuity, and confidence in the future, and we look forward to the next chapter with momentum already in motion.

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DEC ‘25

A Message from our CEO It is an absolute honour to step into the role of inaugural CEO for the ASCLA, and I am thrilled to be joining the association at such an exciting time for our industry.

The ASCLA has long been a cornerstone of support, advocacy, and professional development, and I am eager to contribute to its ongoing growth and success.

I would like to take a moment to pay tribute to our outgoing Executive Chair, Sue Tomic. Sue’s dedication, vision, and tireless commitment have laid the foundation for the strong, vibrant association we are privileged to be a part of today. On behalf of everyone at the ASCLA, thank you Sue, for your leadership and invaluable contribution.

Recently, we had the pleasure of hosting our wonderful gala at the iconic Melbourne Town Hall. It was a remarkable evening that showcased the energy, professionalism, and passion that define the ASCLA. The event was a celebration of our achievements and the collaborative spirit that drives our association forward, bringing together members, national partners, and sponsors under one roof to acknowledge the important work being done across the country.

Steven Ballerini Chief Executive Officer Australasian Supply Chain & Logistics Association

I want to extend my heartfelt thanks to our amazing members, national partners, and event sponsors. Your continued support, engagement, and belief in our mission are what enable ASCLA to thrive and make a meaningful difference in our sector.

Equally, I want to recognise the dedication of our incredible committee members across the country. Your commitment to keeping the association running smoothly, your tireless efforts to add value, and your focus on serving our industry do not go unnoticed. You are the backbone of the ASCLA, and I am grateful for your energy and collaboration.

Looking ahead, I am excited about the year to come. There are many initiatives in the pipeline, opportunities to strengthen our networks, and ways we can continue to elevate our industry collectively. I look forward to working closely with all of you as we build on our successes and explore new horizons together.

Here’s to an exciting year ahead for the ASCLA. Together, we will continue to drive excellence, connection, and innovation across our industry.

Wishing you all a very Merry Christmas and a happy, safe New Year.

Steven Ballerini CEO ASCLA

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DEC ‘25

The SCLAA welcomes our newest Platinum National Partner, Mobiledock. 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.

ABOUT MOBILEDOCK Mobiledock: Enabling Seamless, Data-Driven Dock Scheduling for Logistics Networks of the Future Mobiledock is an Australian SaaS start-up focused on transforming one of supply chain’s most overlooked challenges — the loading dock. Despite wider supply chain digitisation, docks are still commonly managed with phone calls, emails, and spreadsheets. This gap in visibility and control leads to congestion, delays, demurrage charges, additional labour, and lost value.

Mobiledock was established with a straightforward purpose: to give every participant in the logistics chain visibility, certainty, and control over dock operations — providing “air traffic control for the ground.”

“Mobiledock has grown through deep collaboration with customer, co-designing, testing, and refining features directly with industry users.” Today, Mobiledock is widely adopted across Australia and New Zealand and has expanded into markets such as the USA, UK and Colombia.

What differentiates Mobiledock is its focus on the dock as a coordination point and value driver. Its network-based design allows shippers, carriers, suppliers, and receivers to manage operations from their own perspective, while integrating seamlessly with ERP, WMS, and TMS systems.

The platform validates purchase orders, captures pallet and proof-of-delivery data, and evolves through six major feature releases each year.

Recent innovations include: – QR-Code Driver Check-Ins — faster, contactless arrivals that ease congestion and streamline gatehouse operations.

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GO TO WEBSITE – Live Proof-of-Delivery (POD) — real-time capture of delivery confirmation, enhancing accuracy and customer confidence.

– Pallet Asset Management — tighter control of pallet movements to prevent losses, eliminate incorrect hire charges, and simplify reconciliation.

– Yard Management — live visibility of loads, containers, and trailers, with automated carrier alerts and multiday scheduling to improve flow and reduce detention costs.

Customers such as JB Hi-Fi, EBOS Group, Linfox, and Snack Brands report measurable gains in throughput, compliance, labour efficiency, administration, and sustainability through reduced idling and paper use.

Beyond traditional supply chains, Mobiledock is also reshaping access at city towers (e.g. Barangaroo), entertainment venues (The Star in Sydney, Brisbane, and the Gold Coast), and healthcare facilities (New Footscray Hospital).

By solving a long-standing inefficiency, Mobiledock has built a ground-up platform now trusted by hundreds of supply chains across ANZ and expanding

DEC ‘25

AWARDS WINNERS Congratulations to the 2025 Winners and Highly Commended, who have demonstrated exceptional commitment, leadership, and impact.

Each winner has demonstrated remarkable dedication, setting new benchmarks for quality and impact. We’re proud to celebrate their achievements and look forward to honouring their continued success.

AUTOMATION, ROBOTICS OR EMERGING TECHNOLOGY

ENVIRONMENTAL EXCELLENCE AWARD

Winner - Swisslog ANZ & Mondelēz FINALISTS

Proudly Sponsored By

Winner - BioChill FINALISTS

Infios & DSL Logistics

ANL

NowGo by Shippit

BioChil

Swisslog ANZ & Mondelēz Automate-X Geek+ Shipero

FUTURE LEADERS AWARD

Winner - Ngoc (Natalie) Le

Winner - Kelly McGinty

H I G H LY C O M M E N D E D J O S H E A S T W E L L FINALISTS

INDUSTRY EXCELLENCE AWARD

Proudly Sponsored By

H I G H LY C O M M E N D E D S E A N L E D B U R Y FINALISTS

Josh Eastwell - CROCS

Sean Ledbury - Prological

Natalie Le - TMX Transform

Kelly McGinty - Powerhouse Logistics Pty Limited

Devin Liyanapathirana - B dynamic Logistics Pte Ltd Devraj Singh - Brewtech Pty Ltd Christine Tran - TMX Transform

JUDGES’ CHOICE AWARD

Winner - NSW Rural Fire Service FINALISTS -

Simi Taumalolo - B dynamic Logistics Pte Ltd Yuri Verjoustinsky - DMS

INTERNATIONAL SUPPLY CHAIN AWARD

Winner - EWE Group Pty Ltd H I G H LY C O M M E N D E D D M S A N D FA R M L A N D S FINALISTS DMS and Farmlands EWE Group Pty Ltd TMX Transform

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Proudly Sponsored By

Proudly Sponsored By

DEC ‘25

BIG DATA, IT & BUSINESS INTELLIGENCE (BI) AWARD

Winner - Nick Scali Limited and Explorate

START-UP AWARD

Winner - Mobiledock

H I G H LY C O M M E N D E D N AV L A B S

FINALISTS

FINALISTS

Fluent Cargo

Proudly Sponsored By

MeshedUp Pty Ltd

Adiona and StarTrack Courier

Mobiledock

Nick Scali and Explorate

Shelfbot

FreightExchange NavLab

SUPPLY CHAIN MANAGEMENT AWARD

Winner - ASICS, Vanderlande and ThreeSixty FINALISTS

Proudly Sponsored By

TRAINING, EDUCATION & DEVELOPMENT AWARD

Winner - Young Guns Container Crew FINALISTS

ASICS, Vanderlande and ThreeSixty

B dynamic Logistics

B dynamic Logistics

Asuria, Learning Sphere & AES

CEVA Logistics

Young Guns Container Crew

Proudly Sponsored By

DMS J.D.K Management

WORKPLACE HEALTH & SAFETY AWARD

TRANSPORT LOGISTICS EXCELLENCE AWARD

Winner - Shippit FINALISTS

Winner - Young Guns Container Crew Proudly Sponsored By

H I G H LY C O M M E N D E D F U L F I L L I O

Arrow Transport Logistics & Quarantine Services

FINALISTS

Cold Xpress Refrigerated Transport VIC Pty Ltd

Fulfillio

NSW Rural Fire Service Shippit

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Young Guns Container Crew

Proudly Sponsored By

2025

DEC ‘25

Celebrating Excellence IN THE SUPPLY CHAIN & LOGISTICS INDUSTRY We’re delighted to celebrate the winners of the 2025 ASCLA Awards, whose excellence, innovation, and leadership continue to elevate Australia’s supply-chain and logistics industry. The event brought together outstanding professionals from across the sector, creating a vibrant evening of recognition and connection. A special thank-you goes to our sponsors, whose generous support made the celebration possible, and to everyone who attended and contributed to an unforgettable night. Together, we continue to celebrate excellence across the industry.

Celebrating Excellence I N T H E S U P P LY C H A I N & L O G I S T I C S I N D U S T R Y

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2025

WE PROUDLY ACKNOWLEDGE OUR SPONSORS FOR THE 2025 ASCL AWARDS

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DEC ‘25

DEC ‘25

6 March 2026

Save the Date

IWD NETWORKING LUNCH 2026 - NSW Celebrate. Connect. Inspire.

3 Course Lunch + Drinks Package | Parliament House Sydney With its ongoing success, Sydney will once again be hosting their Annual Networking Lunch at NSW Parliament House. Be part of the conversation shaping the future of the supply chain and logistics industry.

Stay tuned for event details, times and registration.

DON’T MISS OUT ON INDUSTRY’S LARGEST IWD 2026 LUNCHEON P 16

International Women’s Day 2026

DEC ‘25

Join us as we come together across Australia to celebrate women’s achievements and leadership. Be part of state-wide events recognising the strength, resilience, and innovation of women in every field.

NSW/ACT

VIC/TAS

IWD 3-COURSE LUNCH

IWD BREAKFAST

Parliament House Sydney 12noon - 3pm

The Terrace, Royal Botanic Gardens 8am - 11am

QLD

WA

IWD LUNCH

IWD BREAKFAST

Blackbird Brisbane 12noon - 2.00pm

Venue TBC 7.30am - 9.30am

SA/NT

IWD BREAKFAST Venue TBC 8.30am - 11.30am

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SPONSOR OPTIONS

ALIGN YOUR BRAND WITH SUPPLY CHAIN DIVERSITY

Proudly Supporting

DEC ‘25

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DEC ‘25

NATIONAL MENTORING PROGRAM

WRAP UP

Our Mentors and Mentees coming to the end point.

We’ve now reached the December close of SCLAA’s National Mentoring Program, and it’s clear the impact has been real and lasting.

Over the past months, mentors and mentees have committed to thoughtful, honest conversations that go beyond advice. They’ve built trust, challenged thinking, and shared practical insight shaped by real industry experience.

Mentors have generously given their time and perspective. Mentees have taken that guidance and turned it into clearer direction, stronger confidence, and concrete next steps in their careers.

As this year’s program draws to a close, it’s not an ending so much as a handover. The relationships formed, lessons learned, and momentum built will continue well beyond December, shaping the future of our people and our industry.

Looking to inspire future leaders in supply chain?

Be part of the 2026 Mentoring Program LEARN MORE

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DEC ‘25

QLD Division Report Mentoring Program As part of our QLD Mentoring Program, we organise a series of ‘coffee couch’ sessions. Last month we had a powerful discussion led by Chris Josey and Mark Healing on the human-centered skills shaping the modern logistics industry.

Mark highlighted three pillars that continue to define strong supply chain professionals today: – Resilience & patience in a changing environment – Emotional intelligence for leading and collaborating – Self-health awareness performance

to

maintain

long-term

It was an engaging session and a great reminder that while tools evolve, people remain our most important asset. Thank you to all mentors and mentees for their engaged participation.

End of Year Networking Event

Committee News We’re excited to share some updates from the QLD Division committee. As 2025 draws to a close we have some adjustments to our 2026 committee to share with you all.

Chris Josey, who has served with dedication and energy as Vice President for the past two years, will step into the role of President of the QLD Committee. Chris has been instrumental in driving engagement within our division, and we look forward to his leadership as we enter a new chapter.

We wrapped up the year with a fantastic evening at Babylon Brisbane, bringing our QLD Supply Chain community together to celebrate another year of growth, collaboration, and achievement.

The night was filled with great conversations, new connections, and well-deserved recognition for our mentors, partners, and valued sponsors who continue to strengthen our division. It was a wonderful opportunity to reflect on the year’s milestones and the impact we’ve made together.

Clare Morgans will take on the role of Vice President, bringing her strong industry experience and commitment to developing the QLD supply chain network.

We’re proud of what we’ve accomplished as a community and excited for what’s ahead!

Our beloved QLD president for the past two years, Monica Vorhauser, will be taking a temporary break from the committee. We extend our sincere appreciation for her incredible contributions, leadership, and the positive momentum she has built for our committee and whole QLD Supply Chain community.

2025 in Review 2025 has been an exceptional year for the QLD ASCLA Division — a year defined by growth, connection, and impactful industry-centered events.

We proudly delivered three sold-out signature events, each showcasing the strength and enthusiasm of our community: – International Women’s Day Breakfast – a record attendance of 100 guests!

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DEC ‘25

– Port of Brisbane Site Tour – Amazon Brisbane Warehouse Site Tour In addition to these, we also continued to strengthen our community through: – Mentorship Program sessions – Workshops and Networking Events – Tuff Trailers Site Tour Our momentum was further reflected in our membership growth. Overall membership increased by 20%, and student membership surged by an incredible 800%, demonstrating the rising interest and influence of our industry across Queensland.

None of these achievements would have been possible without the dedication of our committee, the commitment of our ASCLA members, and the support of our partners and sponsors.

Thank you for your unwavering contribution. Your energy and engagement are what make our community thrive.

Exciting 2026 Plans We have some fantastic events lined up for the year ahead: International Women’s Day Lunch – Friday, 6 March 2026 at Blackbird Brisbane. Join us for an inspiring program of speakers and a celebration of the achievements and leadership of women across the supply chain industry.

This is an excellent opportunity to network, learn, and be inspired by industry leaders. We plan to break our 2025 attendance record with this event and currently looking for sponsorship – so if this is of interest please reach out to our committee.

ASCLA Awards in Queensland for the First Time!

The ASCLA Awards is the premier event on the ASCLA calendar, recognising excellence, innovation, and leadership across the Australian supply chain sector.

For the first time ever, QLD Division will proudly host this prestigious national event, putting our state in the

spotlight and giving our local community a chance to celebrate their achievements on a national stage.

We are actively seeking sponsors and partners to help make this a truly memorable occasion. This is a unique opportunity to get involved, showcase your support, and be part of a landmark event for our division.

Stay tuned for more details, including event registration and ways to get involved.

Story from Our Seasoned QLD Committee Member Mark Healing / Card 23 Having a bit of a clean-up at home, and came across an old hacksaw blade container. I am a hoarder by nature, and finding it on the scrap heap where I worked, I liked the idea of somewhere to keep my own hacksaw blades.

It was circa 1981, employed as a Machine Shop Storeman in a large Government department.

Every Friday afternoon, I was employed to review a few hundred cardboard “Stock” cards. These cards were housed in long, narrow drawers. I was the junior, so it fell upon me to do the tedious and mundane tasks. The outcome of this task was to calculate each card’s reorder quantity.

No reorder formula, no referral to forecast usage, no automated reorder report - basically, reorder what you bought the last time! (Unless someone asked you to order more for an upcoming job).

– Review the written Stock on hand quantity (and hope it was accurate - issuing stock was manual by whoever issued the items by decrementing the current stock on hand), – Assess it against the reorder level – Mark on the card the quantity to bring it to the maximum stock level.

– Hand all marked cards physically to the Purchaser to order.

– Wash, rinse, repeat each week!

A time before computerisation, when everything was a manual process, where product knowledge and usage was stored in an individual’s brain, rarely physically recorded and fiercely protected.

There were very few stock locations, and if there were any, they were quite vague. You had to memorise where each item was stored and or walk towards where you thought it was and look for it.

A year later, I changed jobs to work in a large Power Station, which had actual storage locations. You still had to memorise where things were; if you were lucky

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DEC ‘25

enough to use the microfiche (Google it), the locations were recorded.

You weren’t allowed to work solo for six months until you had a working knowledge of where the groups of items lived. Still paper-based (Carbon Copy), with one copy going to the purchaser and another to the inventory clerk. Years later, the first computers were introduced, where stock could be recorded, issued and replenished.

But no sophistication.

Wind the clock forward, computerisation became the focal point, Logistics and all its associated data was a programmer’s dream. Along came Enterprise Resource Planning (ERP) systems and variations of them. All purporting to provide a trouble-free replenishment process integrated with maintenance work scheduling and part criticality to boot. Decades on, and they are still trying to perfect their latest “platform”.

I have implemented ERP and “e-procurement” systems, been involved in one of the first “punch out” technologies into suppliers’ catalogues, seen the advent of online purchasing and all the variants that have come and gone.

Do I ever want to return to the cardboard cards? Never!

But those same principles that have been refined over time still are the fundamentals of how supply chain/ logistics work today.

Card 32 and its hundreds of brothers and sisters taught me the fundamentals with which I assessed future ERP systems. Supply Chain principles are the same; we just have better refinement of these basic tenets.

Technology and education have improved and developed these principles to a level where they perform a particularly important part of a business.

I have often shared, “learn the principles and you can work in any industry that has a Supply Chain or Logistics department”. I am so glad I met Card 32 when I did.

Can’t wait to see where our industry heads next….

Ozan Anilan QLD Committee Member qld@ascla.org

Irrespective of computerisation, the same principles apply, just the automation and systems become more accurate. Now AI is the new “orange” for the supply chain community to embrace.

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DEC ‘25

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DEC ‘25

WA Division Report Since the last newsletter, the SCLAA has been busy in Western Australia.

This year we had the highest enrolment so far in SCLAA’s national mentoring program.

The scene was therefore set in mid-October for a vibrant mid-program mentee get together at the University of Western Australia. Daniel Green, the program leader in WA coordinated a fantastic event which, as well as giving the mentees a chance to compare their mentee experiences also included sessions on Active Networking and Leadership. Special thanks are also due to Sophia Tang, herself a 2025 mentee, for facilitating the event.

In early November an Edith Cowan University-hosted event allowed discussion of the effectiveness of AI and technology in resolving industry issues. A knowledgeable panel comprising seasoned logisticians, academics

Viet Huynh, David Sutherland, Hamish Johnston, Matthew Christou, and Ferry Jie. December saw a frantic and memorable end to the ASCLA WA’s calendar year.

A collaboration between the University of Western Australia, ASCLA and Silk Logistics saw almost one hundred Masters students from HKMU in Hong Kong witness ‘Australian Business Transformation’ with two separate visits to Silk’s new six green star accredited K2 Kenwick facility and the neighbouring (and new) Kenwick Intermodal Freight Terminal. Massive thanks are due to Silk (particularly Sam Craddock) for accommodating such large parties in peak season.

To round the year off, at the ASCLA WA End of Year Event there was a combined celebration of the huge success of ASCLA WA’s 2025 Mentoring Program, the great work of the local committee during the year, and the enthusiasm with which WA industry supported the association’s events in 2025. and technology experts together with enthusiastic members of the audience shared life experiences of using technology to address supply chain challenges and discussed what the future might hold. We’re looking forward to many more collaborations in 2026. Particular plaudits to the panellists and organisers Martin Masek,

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Rackman Australia, represented at the event by director, Darryn Rigg, were the generous sponsors.

It was fantastic to see most of the 2025 mentees and many of the mentors at the event. All were very positive regarding the program’s content and fellow participants.

Massive credit to ASCLA’s WA Mentoring Lead Daniel

DEC ‘25

Green for his impeccable and imaginative coordination of this year’s program.

to develop your people skills and soft skills, please get in touch.

In 2026 we’ll be working hard to generate its program for 2026, building on 2025’s successes and feedback from attendees at this year’s eleven local events. Look out for International Women’s Day in early March which is always a focus for the association.

Finally, ASCLA WA would like to wish all of its partners, members and supporters a safe and fantastic Festive Season!

We’re always looking for new committee members, so if you think that you can add value to what we do and want

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Brian Lynn WA State Director brian.lynn@@ascla.org

DEC ‘25

NSW/ACT Division Report The ASCL Awards Night in Melbourne: A Landmark Celebration for Our Industry

– Shared celebration as we close out another year of progress

This November marked a standout moment for the national supply chain community as the 2025 Australian Supply Chain & Logistics Awards (ASCL Awards) lit up Melbourne. With over 500 industry leaders, innovators, and rising stars in attendance, this year’s gala was held in an elegant heritage hall, accompanied by a live classical ensemble that set the tone for a truly memorable evening.

A truly memorable night that captured the energy and momentum of an industry continuing to rise with confidence.

Several NSW members and committee representatives attended the gala dinner, joining peers from across Australia to recognise the exceptional achievements of individuals and organisations shaping the future of our profession. Now in its 60 plus year history, the SCLAA remains one of the most respected and influential awards in the sector, celebrating excellence, innovation and meaningful contributions across supply chain and logistics.

It was especially uplifting to see each award recipient acknowledged for their well-deserved achievements.

Moments like these reflect a sector that continues to strengthen, connect and grow. With technology and digital capability advancing rapidly, our industry is becoming more resilient, more collaborative and more vibrant than ever.

The evening was a powerful reminder of what makes the SCLAA community thrive – Meaningful connections with peers, leaders and partners – Recognition of professional achievements that elevate the industry – Insights and reflections from respected experts

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Connection, Celebration & Recognition:

A Wonderful Close to 2025 at our NSW/ACT Christmas Networking & Mentoring Wrap-Up We closed out 2025 in true SCLAA style with a festive and inspiring evening at The Occidental Hotel, bringing together professionals from across the supply chain and logistics community for our annual NSW/ACT Christmas Networking and Mentoring Wrap-Up. The venue was filled with Christmas spirit and warm laughter, a joyful contrast to what is traditionally the busiest time of year for supply chain professionals. For many of us, the season represents both peak operational pressure and a moment to celebrate the achievements and shared resilience that define our industry.

This year’s event was especially meaningful as we celebrated the conclusion of the 2025 SCLAA NSW Mentoring Program, which reached its highest participation level in NSW history. Mentors and mentees were recognised with certificate presentations, highlighting their dedication, development and the valuable contributions they made throughout the year.

Formal mentoring continues to be a cornerstone of our industry, strengthening the next generation of talent while giving experienced professionals the opportunity to engage with fresh ideas and emerging perspectives.

Guests enjoyed festive finger food, lighthearted activities and spot prizes that kept the room buzzing with conversation and connection, adding a warm and

DEC ‘25

joyful touch to the evening. It was a genuine reminder of the strength of our community and the importance of coming together with gratitude as we close the year.

A highlight of the night came from Dr. Elizabeth King, an executive mentor, researcher and respected authority on mindful leadership. Her session, The Calm in the Chaos: Mindful Leadership for a Resilient Supply Chain, introduced a practical framework for maintaining composure and cohesion under pressure. Through the vivid story of an elite yacht racing crew navigating an unexpected crisis, she shared insights on trust, focus and team performance that resonated deeply with our members.

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With our record-breaking mentoring participation in 2025, we look forward to welcoming even more mentor– mentee pairs in 2026 and continuing to build a strong, connected and future-ready talent pipeline for our industry.

A heartfelt thank you to our mentors, mentees, guest speaker and the SCLAA NSW Committee. Your commitment and passion are what make this community strong and continuously moving forward.

A Heartfelt Close to 2025 and a Bright Start to 2026 As we wrap up 2025, we extend our warmest holiday wishes to all our members, partners and supporters.

It has been a remarkable year shaped by shared

DEC ‘25

commitment, collaboration and community. We look forward to an exciting year ahead filled with new events, new connections and new opportunities to grow together. Here’s to a successful year behind us and an even brighter one ahead.

Looking into 2026, we are delighted to share that several of our most popular events will be returning bigger, better and more engaging than ever before. We can’t wait to welcome you back and continue building momentum as a strong and connected SCLAA community.

What’s Coming Up at ASCLA NSW? What’s Coming in 2026: Connect, Learn and Grow - We’re excited to announce that our much-loved Connect, Learn and Grow networking evening will return in Q1 2026. After last year’s incredible energy and turnout at The Occidental Hotel, we can’t wait to bring the community together again for an inspiring night of meaningful conversations, industry insights and new professional connections.

International Women’s Day Industry Lunch at NSW Parliament House - Our signature International Women’s Day Industry Lunch will also be back at NSW Parliament House. Last year’s event was a standout celebration of achievement, progress and leadership across our industry. In 2026, you can expect another inspiring afternoon featuring thoughtful speakers, great food and a powerful sense of community as we honour the women shaping the future of supply chain and logistics.

Stay tuned for more - Including site tours, new networking opportunities and fresh initiatives throughout 2026. The year ahead is already shaping up to be an exciting one for ASCLA NSW. Rae Su NSW/ACT Division Committee nsw@ascla.org

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DEC ‘25

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Where Global Strength Meets Local Excellence Interroll is a leading global provider of products and solutions in material handling, delivering a connected ecosystem of rollers, drives, conveyors, sorters, controls and complete platforms tailored to optimize logistics and intralogistics operations.

With manufacturing capabilities across all continents and sales offices around the world, we offer end-to-end support from concept to service.

In Australia and New Zealand, we maintain a dedicated sales, assembly, and service network to ensure our customers receive responsive local support while leveraging our global footprint and expertise.

P 29Our Customer Promise: Quality, Speed, Simplicity.

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DEC ‘25

VIC/TAS Division Report We have had the most successful ASCL Awards ever!

VIC/TAS End of Year Celebration

Attended by more than 500 people, it was certainly a night to remember all around!

EOY for VIC was fantastic! Great turnout to celebrate the end of year and close of this year’s Mentorship program.

Special thanks to the ASCL Awards committee led by Rakesh Bandipelli - Stephen Lakey, Gan Pilai, Devraj Singh, Elsie Hooi, Richa Vijayraj, Faraz Bidar, Megan White, Samantah Varano, Saawan Hegde, Suyash Sahai and Lauren Cass! There are a lot more people involved so thank you to those that I failed to mention but this group made sure was directly responsible for organising the best awards night in Australian Supply Chain. Super proud to have helped bring about the standard moving forward.

We had approximately 80+ attendees share their achievements, challenges and stories.

Particularly motivating was one of our mentor’s shared a proud moment of guiding their mentee to a position within the industry. Stories like this is what the ASCLA is all about.

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Big thanks to our new Chairman Stephen Lakey, incoming CEO Steven Ballerini and new VIC/TAS President Bart Phaosihavong for sharing their thoughts and goals for the year. 2026 will be huge!

DEC ‘25

On a personal note, this wraps up my term as VIC/TAS President. It has been challenging but an absolute pleasure and honour to have volunteered my time to work with the association and add to its history and improvement. The SCLAA and has helped me a lot in my career so it was truly special to be able to give back to the industry I’ve grown to love.

Special thanks to the VIC Committee for allowing me to lead them. Looking forward to next year as a board member.

Archival Garcia VIC/TAS State President Archival.Garcia@ascla.org

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DEC ‘25

SA/NT Division Report Our SA/NT group is expanding, and we’d love to welcome more professionals into our community.

For those reading from interstate – if your organization has team members based in South Australia, please consider nominating one of them for SA membership. It’s a great opportunity for them to build local connections, engage with our events, and contribute to the growth of the SA/NT division.

Let’s continue to strengthen our state by bringing more of our industry’s talent together.

Australia Post Site Visit Our SA/NT members were hosted for an insightful tour of the Australia Post facility. The visit showcased key operational areas, innovative technology, and how the organization is adapting to the shifting landscape from letters to parcels. We were also given an exciting preview of the purpose-built facility planned for completion in 2028.

The group was highly engaged throughout the tour, with plenty of questions for the Australia Post team – reflecting the strong interest in how one of Australia’s largest logistics networks continues to evolve.

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SA Christmas Show at Frugo’s, West Beach We wrapped up the SA Christmas Show with a fantastic afternoon at Frugo’s in West Beach. With great company, delicious food and perfect weather overlooking the beach, it was the ideal way to celebrate the year. It was also a pleasure to catch up with partners and enjoy some relaxed conversations in such a great setting.

DEC ‘25

A sincere thank you to the committee for their hard work and dedication throughout the year — your efforts are truly appreciated.

Sara-Ann Dixon SA/NT State President Sara-Ann.Dixon@ascla.org

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DEC ‘25

Simplifying Supply Chain KPIs: How SMART

Metrics Drive Real Operational Performance Introduction: Supply Chain KPIs Are Broken

Too Many KPIs = Too Little Operational Impact

In today’s fast‑moving supply chain environment, data overload is a silent killer. KPIs—meant to provide clarity— often become a maze of dashboards, reports, and endless status updates. Instead of enabling decision-making, they paralyze teams with complexity. Large organizations, in particular, suffer from multiple management layers, each demanding its own version of performance metrics. The result? A system where reporting replaces execution. This article focuses on how supply chain leaders can break free from KPI overload by building SMART, simplified, and actionable KPIs that improve operational focus and accelerate performance.

– When every VP wants their own dashboard, supply chain teams spend:

The Problem: KPI Overload in the Supply Chain

– Hours assembling reports instead of solving bottlenecks – Time explaining numbers instead of improving processes – Days adjusting formats to please different layers of leadership – This is a sign of justification culture—not performance culture.

A KPI that requires a long explanation is no longer a KPI—it’s a report.

2.

Too Many Bosses = Slow Decisions, Slow Action

Every new management layer adds: – More status checks – More reporting cycles – More conflicting priorities – More approval delays Warehouse managers, planners, and logistics coordinators end up spending more time explaining their work than performing it.

Supply Chain KPI Overload Cycle

1.

Too Many KPIs = Too Little Operational Impact

Supply chains generate massive amounts of data—inventory movements, lead times, supplier performance, freight costs, customer OTIF, warehouse capacity, and more. But instead of using data to drive improvement, organizations often fall into two traps-supply chain teams spend hours assembling reports instead of solving bottlenecks.

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The Solution: SMART Supply Chain KPIs That Actually Work The key to breaking KPI overload is adopting SMART KPIs - clear, meaningful metrics that drive action on the warehouse floor, in procurement offices, and across logistics networks.

DEC ‘25

SMART = – Specific – Clear definitions (e.g., “supplier OTIF” vs “delivery performance”) – Measurable – Real numbers, not subjective impressions – Achievable – Within operational control – Relevant – Directly tied to supply chain goals – Time-bound – Evaluated within a clear timeframe The Rule of Five: How to Simplify Supply Chain KPI Structures To maintain focus, every supply chain team should commit to no more than five primary KPIs. Suggested SMART Supply Chain KPIs: 1.

On-Time In-Full (OTIF) – SMART Example: “Increase OTIF from 90% to 96% in 6 months by optimizing route planning and supplier schedules.”

5. Logistics Cost as % of Sales – SMART Example: “Reduce logistics cost from 11% to 9% in 9 months by consolidating carriers and lanes.”

Each KPI is: Action-oriented, Easy to measure Tied directly to operational outcomes. Therefore simplified, SMART KPIs fundamentally transform supply chain performance.

They: – Reduce reporting time – Speed up decisions – Provide operational clarity – Improve alignment across management layers – Replace complexity with focus It is high time when supply chain teams stop drowning in metrics and start acting on five powerful KPIs, execution.

2. Forecast Accuracy – SMART Example: “Improve forecast accuracy from 70% to 85% in 12 weeks using weekly bias tracking.”

3. Inventory Turnover – SMART Example: “Increase inventory turns from 4.2 to 6 by year end by reducing slow-moving SKUs.” 4. Warehouse Picking Accuracy – SMART Example: “Achieve 99.8% picking accuracy

by Q2 through scanner compliance and training refreshers.”

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Dr Brian Chikwava Supply Chain Professional

DEC ‘25

Melbourne Supply Chain Conference What an incredible day at the University of Melbourne Melbourne Supply Chain Conference 3.0!

A huge thank you to all our speakers for coming along and sharing their thoughts. It was inspiring to see the energy in the room - from insightful keynotes and panels to vibrant discussions on how AI and innovation are reshaping supply chains for efficiency, resilience and sustainability.

Thanks Simon Hinds, Shankar Sribalachandran, Suzanne Heng, Carman Lee, Lexia Laracy FCIPS (CS), Frank Lai, Hari Janakiraman, Vignesh C., Ian Wong, Janette O’Neill, Adriana Eufrosina Bora. Thanks also (along with Prof Manoj Dora) for your participation in our industryacademia working session that followed and joining us for dinner.

Thank you also to our industry partners that took the opportunity to talk to delegates and students during the lunch time break including Toll Group, Mobiledock, Supply Chain & Logistics Association of Australia (SCLAA), Infios, Amplify Procurement, CMA CGM, CSL, Accenture, CIPS - The Chartered Institute of Procurement & Supply and State of Flux. It is always fantastic to see such engagement.

Finally, a shout out to my colleagues who made today such a success. To Neda R. and Chloe (Heesun) Chang, William Ho, Dr Setareh Seyedghorban, Medo Pournader who have all worked tirelessly for many months planning this event. Thank you for all your efforts to bring this event to life. It has been a pleasure working with you all again.

Thank you also to the Faculty of Business and Economics for again supporting us in hosting this conference.

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I’m proud of how far this event has come over the past few years - bringing together the best of industry and academia to exchange ideas and inspire the next generation of supply chain leaders. I am already looking forward to next year’s edition!

George Panas Director of Engagement, Department of Management & Marketing, University of Melbourne | Supply Chain Management | PhD SCM & Sustainability | Senior Executive | Academic |

DEC ‘25

Communication Courses for International Students blends practical training with real-world supply chain context to help participants communicate with clarity, confidence, and impact.

Commencement date: Tuesday, 24 March 2026 Time: 6pm to 7pm (10 x weekly sessions) Conclusion date: Friday, 20 May 2026

ENROL NOW For more information and course content, Click Here.

ASCLA Training Course: Career-Ready Communications Are you a student preparing to enter the supply chain workforce and want to feel more confident communicating professionally?

This is an exclusive, high-engagement program structured around 10 focused, one-hour live online sessions.

Designed for maximum learning retention, enrolment is limited to 12 participants to ensure personalised coaching and intensive practical application. Active participation is mandatory, attendees must join all sessions with video enabled and complete preparatory assignments before each session to maximise the return on this dedicated professional investment.

Effective communication is a key professional skill, especially in the fast-paced world of supply chain. This ten-session course, designed for tertiary students,

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With small class sizes, engaging online sessions, and a focus on real workplace scenarios, participants will build practical communication skills, written and verbal, essential for transitioning from study to professional work.

• Speak with confidence presentations

and

deliver

engaging

• Write clearly and professionally to make a strong impact • Build effective relationships interpersonal communication

through

improved

• Present yourself with confidence and succeed in interviews Additional courses will be arranged should registration numbers require this.

DEC ‘25

What supply chain leaders need to know about 2026: The year of the divide

By Peter Jones, Managing Director, Prological Consulting

Supply chain and logistics professionals continue to navigate shifting trade conditions, uncertain economies, and rapidly evolving consumer demands. Rather than asking when things will return to “normal,” 2026 calls for a new mindset: embracing agility in a world where disruption is constant. After years of instability, next year becomes the transition point ¬– not because challenges will fade, but because businesses will stop waiting for them to.

In 2026, successful supply chain leaders will build resilience and flexibility into their operations rather than constantly readjusting in the hope of a return to stability.

This means developing flexible supplier relationships and adaptable supply chain infrastructure, and scenario planning that prepares for multiple possible futures not just one predicted outcome.

It’s not just about new tech A few years ago, I predicted we’d see a divide between the supply chain haves and have-nots by the end of the decade. This divide is unfolding now. The organisations that were outliers three years ago in their supply chain sophistication are becoming the norm, with the gap between them and everyone else becoming harder to bridge.

Australia Post is a prime example of a company that four years ago, faced well-publicised challenges during peak periods. This year, the organisation handled the surge in demand during Black Friday much more smoothly – a result of focused and sustained investment in automation and internal processes in recent years. Companies with solid supply chains demonstrate much greater agility in ramping up to meet demand spikes. Black Friday and other major peak periods always serve as the ultimate stress test of this, and Australia Post is a great example of a company who has invested not only in the technology, but in all the other elements of their supply chain to make it work.

Leveraging industrial property conditions After years of sharp cost increases and tight availability, the industrial property market is finally repositioning toward equilibrium. Next year is expected to be the first of two to three years of relative stability in terms of costs and availability.

But there’s another significant shift happening: the growing lean toward bespoke warehouse design over spec-built facilities. This isn’t a complete transformation – spec facilities still have their place – but there’s a shifting

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Peter Jones Managing Director, Prological Consulting

bias. Mid-to-large occupiers are increasingly recognising that bespoke design delivers long-term operational benefits that outweigh the short-term convenience and lower upfront costs of moving into a ready-built facility.

Prological’s Pulse Check survey has revealed this trend building over the past two years. When organisations are making significant investments in automation, integrated systems, and operational workflows, it’s beneficial to have a facility designed around those requirements rather than adapting operations to fit an existing building.

For supply chain professionals planning for 2026 and beyond, this means thinking with longer time horizons and being willing to invest in infrastructure that’s tailored to specific operational needs. Again, we are likely to see a greater divide between the companies who are taking this into consideration, and the ones who aren’t.

Building capability, not just capacity The labour challenges that the industry has experienced aren’t going away. But this year’s Black Friday period showed the companies that struggled most with workforce availability were those relying primarily on scaling up labour to meet demand. Organisations with

DEC ‘25

significant automation and appropriate technology support were far less impacted. They’d built capability into their operations rather than just trying to add capacity through headcount.

Labour is still important for businesses who are wanting to scale up. However, the solution lies in building systems that reduce labour dependency for scalable operations while using skilled workers where they add the most value.

The great divide: be adaptive or be complacent?

The transition year ahead isn’t about radical transformation. It’s about strategic adaptation to a world that’s fundamentally different from the one we knew five years ago, and a world that will continue to surprise us.

Next year will reveal which organisations have adapted to this new operating environment. But the encouraging part is, the divide between those who succeed and those who fail isn’t set in stone. The companies pulling ahead

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aren’t necessarily the largest or best-resourced – they’re the ones making deliberate choices about where to invest, what type of technology to integrate, how to build capability, and what the best infrastructure decision is for their specific business.

In acknowledging the general destabilisation of the world, we also recognise the adaptability of people.

Organisations who are doing the patient, difficult work of setting up the best foundations will soon emerge as the supply chain haves, and those hoping for a return to easier times will be identified as the have nots. If you’re investing so your organisation can not only cope, but thrive with uncertain conditions as they reveal themselves, you’ll be on the winning side.

DEC ‘25

B dynamic Logistics Selects Softeon WMS to Accelerate Growth and Customer Onboarding Australian 3PL provider B dynamic Logistics is taking a major step forward in its growth strategy, selecting Softeon Warehouse Management System to strengthen its fulfilment operations and speed of customer onboarding. The fast-growing logistics provider, known for serving B2B, B2C, and big-and-bulky channels, has seen rapid expansion in recent years, prompting the search for a platform capable of supporting scale without sacrificing flexibility.

For B dynamic Logistics, the decision centred on giving customers a smoother, faster, and more integrated fulfilment experience. Softeon’s WMS, built for real-time adaptability, offered the configurability and speed the company needed to meet rising expectations.

The move aligns with B dynamic Logistics’ commitment to building logistics experiences around reliability, choice, and seamless integration, core principles of its customerfirst mission.

“Our strategic partnership with Softeon is a key step in future-proofing our business, enabling us to deliver greater flexibility, scalability, and innovation in the technology solutions we provide to our customers,” says Mangala (Mal) Siriwardhane, CEO, B dynamic Logistics.

A Platform Built for 3PL Demands While evaluating WMS providers, B dynamic Logistics focused heavily on the unique demands of the 3PL market, such as fast onboarding, multi-client visibility, and the ability to tailor workflows without lengthy development cycles. Softeon’s track record in the 3PL sector, paired with advanced capabilities such as labour management, billing management, a built-in customer portal, and WMS Enablement Tools, proved decisive.

L to R: B dynamic Logistics COO Simi Taumalolo, Extolla CEO Peter Kendall, B dynamic Logistics CEO Mangala Siriwardhane, Softeon VP & Managing Director Australia & New Zealand Scott Gillies, and B dynamic Logistics CIO Suranthe de Silva.

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DEC ‘25

These tools support the company’s goal of maintaining high service levels across diverse fulfillment models while staying responsive to evolving customer needs.

“As we continue to scale and begin our automation journey, we need a WMS partner who can support our rapid growth into broader markets and provide bestin-class cross-sector capabilities out of the box,” says Suranthe de Silva, CIO, B dynamic Logistics. “Softeon brings deep 3PL expertise and the ability to adapt in real time to our customers’ needs. That was a game-changer for us.”

A Growing Partnership in the ANZ Region Implementation will be supported by Extolla, Softeon’s strategic partner with deep expertise across Australia, New Zealand, and Southeast Asia. Extolla’s local presence and implementation strength played a key role in the selection process.

Softeon leaders view the partnership as part of a broader expansion across Australia and New Zealand, where the company already supports multiple customer sites and has additional deployments underway.

“We’re thrilled to welcome B dynamic Logistics as a Softeon customer in Australia and New Zealand,” says, Scott Gillies, Vice President & Managing Director, ANZ, Softeon. “As we do with 3PLs globally, we look forward to helping them achieve new levels of agility and deliver exceptional value to their customers.”

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With a modern WMS foundation and the expertise of both Softeon and Extolla behind them, B dynamic Logistics is positioning itself for the next phase of growth, faster onboarding, smarter operations, and a fulfilment experience designed around customer success.

DEC ‘25

Infios and Amazon Web Services (AWS) join forces Eugene Amigud, Chief Innovation Officer at Infios, sits down to explain how the company’s newly announced collaboration with Amazon Web Services (AWS) will transform supply chain execution with agentic AI. What customer pain points in order management led Infios to pursue this collaboration with AWS? Eugene: Many companies still manage order fulfilment through fragmented rules and manual updates that slow responsiveness. We saw customers struggling with limited visibility, repetitive configuration work, and delays during demand spikes. We wanted a partner with world-class cloud infrastructure and AI expertise to help accelerate development, scale securely, and operationalise innovation. The AWS Generative AI Innovation Center provides exactly that—guidance, frameworks, and the ability to bring intelligent solutions to market faster.

Can you share an example of how these AI agents will work in a real-world scenario - such as detecting an anomaly during fulfilment?

Eugene: Imagine a system flagging an order delay before a customer – or even the operator – notices. An AI agent can detect the anomaly, analyse root causes such as an inventory shortfall or carrier delay, and recommend corrective actions automatically. The operator reviews, approves, or adjusts the fix, resolving issues before they cascade.

The press release mentions “simplified workflow orchestration” - what does this mean in practical terms for your customers’ day-to-day operations?

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Eugene: Setting up new tools can be a huge time investment, especially when custom configuration is required for workflows. What we’ve built ensures that workflows will be able to be built and adjusted through natural interaction instead of complex configuration.

Operators can describe what they need, like setting a new order-hold rule or rerouting based on inventory levels, and the system creates the workflow automatically, speeding up response time and reducing IT dependency.

Why was early 2026 chosen as the launch timeline for these AI-driven workflows?

Eugene: We’re taking a measured approach to ensure these capabilities deliver real value at scale. The 2026 timeline allows us to complete testing with early pilot customers, refine the AI agents’ performance, and align closely with AWS’s roadmap for secure, enterprise-grade generative AI deployment.

Will this technology help smaller businesses compete with larger enterprises in supply chain execution?

Eugene: A key benefit of the modular, API-driven design makes advanced AI capabilities accessible without enterprise-scale resources. Smaller businesses can adopt specific workflows, prove value quickly, and scale over time – gaining the same real-time visibility, adaptability, and decision intelligence that larger organisations rely on, but without the complexity.

DEC ‘25

What made AWS the right partner for this initiative compared to other cloud/AI platforms?

Eugene: The AWS Generative AI Innovation Center helps selected AWS customers build, scale, and productionise generative AI solutions. We share a common focus on creating breakthrough customer experiences. This collaboration helped us define and prioritise key use cases, plan for scalable growth, and strengthen the foundation of our AI strategy.

How do you see agentic AI evolving in supply chain management over the next 3-5 years?

Eugene: We expect agentic AI to move quickly from automating isolated tasks to orchestrating endto-end execution, intelligently coordinating Order, Warehousing, and Transportation flows. In the next 1-2 years, these agents will not just respond to issues but anticipate them, continuously learn from events, and act across systems without human prompting. Beyond that, agentic AI could evolve into a fully collaborative network of autonomous systems—interacting across enterprises, suppliers, and logistics partners to self-optimise global supply chain ecosystems in real time.

What kind of ROI or efficiency gains are customers expected to see once these AI agents are fully deployed?

Eugene: Customers can expect reductions in cycle times, fewer exceptions, and lower cost-to-serve. For example, order processing might shift from hours to minutes, manual interventions drop significantly, and labour and inventory costs fall. The goal is measurable performance uplift – typically in double-digit percentage improvements – rather than incremental change.

Will existing Infios OM customers need significant changes to their current systems to adopt these AI capabilities?

Eugene: Our goal is to avoid the need for major system replacements. Most existing Infios Order Management customers can integrate agentic AI through our modular, API-first architecture. The intelligence layer sits on top of current workflows and data, so our customers can adopt capabilities incrementally, test use cases, and expand without disrupting core operations.

A 10-year plan for industrial land Sue Tomic, SCLAA Chair The Victorian Government released a 10-year plan for industrial land on 2 November, an initiative of Plan for Victoria and the Economic Growth Statement. This decade-long pipeline of work will give businesses certainty on how and when land will be released - enabling them to plan for the long-term. The plan sets out how we’ll unlock well-located, serviced and affordable industrial land to support jobs, investment and long-term growth across the state. This builds on the recently released Victoria Delivers: Victorian Freight Plan 2025-30, the 10-year plan for Melbourne’s greenfields, Melbourne Commercial and Industrial Land Use Plan, and Victorian Commercial Ports Strategy. You can access the plan and find out more on the Department of Transport and Planning website. ASCLA took part in an overview and discussion of the plan to assist the Victorian Government on how we can assist the Victorian Government to work with industry to implement the plan.

Key takeaways: – State and local government need alignment on preservation of freight corridors – Consideration of public transport services to assist workforce to and from industrial centres – Cargo flow mapping for road planning requirements – Future proof road and rail network infrastructure – Mandate zoning requirements to ensure freedom to operate unrestricted 24/7 even where residential developments may adjoin industrial sites.

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DEC ‘25

Start Leveraging AI in Your Business Artificial intelligence is reshaping how companies operate — from predicting trends and managing inventory to creating more personalised customer experiences.

For distributors and suppliers juggling thousands of SKUs, fast-changing demand and complex supplier networks, AI isn’t just a buzzword, it’s quickly becoming essential for staying competitive.

But success with AI can start small. The key is to focus on everyday improvements that save time, reduce errors and uncover insights that drive smarter decisions.

6. Design processes around people AI works best when it complements human skills.

Rethink workflows so that humans and AI collaborate — combining technology’s speed with human creativity and judgement to drive innovation.

6 Easy Ways to Start Leveraging AI

Every Business Needs an ERP

If your organisation is ready to start exploring AI, here are six practical ways to do it effectively:

To take AI further, you need a solid data foundation.

Before experimenting with chatbots or automation tools, make sure your business systems are connected and consistent.

1. Reduce manual work Use AI to handle repetitive, time-consuming tasks like quote generation, managing order status updates, or coding invoices, freeing your team to focus on building client relationships and creative campaign proposals.

2. Solve real problems first Don’t chase hype, start with a tangible challenge such as inventory overstock, forecasting errors or lengthy admin processes. Applying AI to genuine pain points ensures quick wins and visible impact.

3. Upskill your team AI is most effective when people understand how to use it. Build AI fluency by training staff to craft effective prompts, question outputs and think critically about how AI fits their role.

4. Encourage experimentation Create a safe space for teams to test and learn.

Whether it’s generating marketing copy or analysing data, experimentation builds confidence and helps employees see AI as an ally, not a threat.

5 Set governance and guardrails Responsible AI use depends on clear policies around data privacy, transparency and accountability.

Establish governance early to build trust and ensure consistent, ethical use of AI across your business.

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Every company, regardless of size, runs on a few essential functions — finance, inventory, customer relationships, and people. As businesses grow, these areas become harder to manage with separate spreadsheets and systems. That’s where enterprise resource planning (ERP) software comes in. ERP connects core processes into one system so leaders can see what’s really happening across the business and make better decisions based on accurate, real-time data.

NetSuite reimagined ERP for the cloud, building the first unified business management suite that eliminates the need for on-premise servers and manual integrations.

Today, more than 43,000 organisations worldwide rely on NetSuite to manage everything from accounting and supply chain to sales and analytics — all in one platform.

Cloud-First Then, AI-First Now AI is only as powerful as the data it learns from. Many growing businesses attempt to bolt AI tools onto fragmented systems, only to find the results incomplete or misleading. NetSuite takes a different approach.

Because all business data — from transactions to inventory levels — flows through one connected suite, its embedded AI has the full context needed to generate accurate, actionable insights. In short, AI is woven directly into everyday workflows, not added as an afterthought.

DEC ‘25

NetSuite: Built for Scale. Built for AI. Built for What’s Next.

growing businesses can make that future a reality — one smart decision at a time.

Growth brings complexity: more transactions, more data, more customers and more risk. The systems that once worked for a small business can quickly become barriers to scale. When data lives in silos, AI can’t deliver accurate insights — and decisions suffer.

CTA:

NetSuite removes those barriers by uniting financials, operations and analytics in a single platform, giving AI access to the complete picture of your business. Its embedded AI doesn’t just analyse historical data; it continuously learns from live operations to guide smarter decisions in real time.

Interested in learning more? Contact tania.large@ oracle.com for exclusive SCLAA member offer or see the ‘Member Only Benefits’ on the SCLAA website Member Portal.

The result? A system that doesn’t just keep up with growth, but accelerates it — helping businesses run more efficiently, plan more accurately and serve customers better.

AI will continue to reshape how we work, but its real value comes from empowering people, not replacing them.

With a foundation like NetSuite’s AI-powered cloud ERP,

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You can negotiate a better electricity rate.

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SCLAA WELCOMES OUR NEW CORPORATE MEMBERS

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DEC ‘25

Microlise announces integration with Logmaster to strengthen safety, health and compliance solutions Microlise, a leading provider of transport technology solutions, has announced a new partnership and integration with Logmaster.

Logmaster is a National Heavy Vehicle Regulator (NVHR)accredited provider of fatigue compliance and Electronic Work Diary (EWD) solutions, helping operators simplify compliance and improve driver safety.

The integration makes Logmaster’s fatigue management tools available directly within the Microlise ecosystem.

For transport operators, this means less admin, greater visibility and stronger protection against fatigue-related risks.

“Driver fatigue remains one of the most critical safety challenges in the transport sector” said Luke Olsen, Managing Director - APAC at Microlise. “By integrating Logmaster into our platform, we’re simplifying compliance, safeguarding drivers and giving operators greater confidence in managing their daily operations.”

The need for effective fatigue solutions is clear. During a week-long safety initiative in June 2025, the NHVR intercepted 2,985 vehicles and found 131 breaches of fatigue requirements1. This partnership is designed to address those risks head on, embedding compliance tools into the flow of daily fleet operations.

Through Microlise’s SmartPOD app, drivers can now access Logmaster’s Electronic Work Diary (EWD) directly within their workflow. The integration prompts drivers to log start times, finish times and rest breaks at the right moment, helping them stay compliant while reducing errors and reliance on paper logbooks.

Following its EWD accreditation, Logmaster has established itself as the absolute market leader in electronic work diary technology in Australia. As the foremost provider in the field, Logmaster delivers one of the most practical and effective compliance solutions available. Built on a foundation of accuracy, intelligent functionality and unwavering adherence to regulatory standards, Logmaster sets the benchmark for reliability and innovation in fatigue management and compliance operations.

“Drivers and office staff can now access the same realtime data, eliminating confusion and streamlining fatigue management. With features like trip planning and automated breach alerts, operators gain confidence while maintaining consistent standards across multiple depots. Through seamless integration with Microlise - and the ability to pair and reference telematics data with driver fatigue data - we’re not just simplifying compliance; we’re making it smarter,” said Josh Saunders, Co-founder and Managing Director at Logmaster.

Together, Microlise and Logmaster are raising the bar for safety and compliance in the Australian transport industry, combining trusted telematics with accredited fatigue management tools to deliver safer drivers, stronger compliance and more efficient operations.

For fleet managers, the integration means fatigue compliance is streamlined. Driver and vehicle details only need to be created and maintained once. Information entered in the Microlise portal is automatically synchronised with Logmaster, removing the need to duplicate records across two systems. This streamlines onboarding, reduces administrative overheads and improves consistency.

As part of the powerful Connected Fleets integration, Microlise’s vehicle location data works seamlessly with Logmaster’s fatigue management records. This enables operators to accurately cross-reference work and rest time, providing stronger assurance in fatigue compliance, extra protection for drivers and greater confidence in meeting Chain of Responsibility (CoR) obligations.

The integration is already live, with deeper integrations set to roll out in the future.

1 https://www.nhvr.gov.au/news/2025/06/25/nhvr-reveals-fatiguefindings-from-major-safety-operation

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About Microlise Established in 1982, Microlise Group Plc is a leading SaaS technology provider of fleet management and IIoT solutions. Its technology is designed to help businesses bring connectivity to its products and operations, improve efficiency, reduce emissions, lower costs and increase safety on the road. With a range of products and services used by more than 2,500 clients globally, Microlise helps companies of all shapes and sizes – across a wide range of industries – to better manage their entire logistics operation and products.

Headquartered in the United Kingdom, the company also has offices in France, Australia and India with a global staff base of more than 800 industry professionals.

Handling over 873,000 subscriptions annually, Microlise joined the Alternative Investment Market (AIM) in 2021, qualifying for the London Stock Exchange’s Green Economy Mark.

DEC ‘25

A Playbook for ANZ Logistics

HOW SPAIN’S NATIONAL PARCEL NETWORK BUILT ITS DIGITAL FUTURE Most logistics leaders look at their network and see a system with too many moving parts. Assets in the wrong place, resources under pressure, unexpected delays, and gridlock at the worst times. When operations get this complex, digitising the whole thing can feel unrealistic.

The truth is the opposite. Complexity does not mean you cannot digitise. It simply means your current tools have reached their limits. When the number of variables outgrows human bandwidth, technology becomes the only way to see the big picture and keep control.

Neurored’s solution delivers two core capabilities Real-Time Operational Control The platform provides full, real-time visibility. Live data on capacity, congestion, and transit performance lets teams rebalance resources and clear bottlenecks immediately.

Predictive and Prescriptive Planning AI forecasting and simulation enable teams to test scenarios, anticipate demand, and identify the most efficient use of resources for proactive planning.

And if you want proof, look to Correos Express from Spain.

“This strategic technology project allows us to anticipate problems, model different scenarios, and design the most efficient transport network possible, with a direct impact on the company’s competitiveness and sustainability.”

Álvaro Bardisa

Deputy Director of Transport Correos Express

From left to right: Álvaro Bardisa, Deputy Director of Transport, Correos Express; Ricardo Medem, Global Sales Director, Neurored; and Ignacio Carnero, Director of Land Transport Vertical, Neurored.

When Scale Becomes Your Signal to Modernise Correos Express is Spain’s national parcel network, the closest equivalent to Australia Post or NZ Post. Their operation spans millions of parcels, 70 facilities, and more than 6,380 routes. At that scale, even a minor delay in one depot creates ripple effects across the country.

For years, the network relied on partial data and local intuition. Eventually the complexity became too great for gut decisions. They needed a way to visualise the entire system in real time and test changes before rolling them out.

Building a Network You Can See, Test, and Trust Correos Express partnered with Neurored TMS & SCM to digitise its transport network using Salesforce’s platform architecture. This provided enterprise-grade security, reliable uptime, and global compliance from day one.

Learn more at: neurored.com/ASCLA

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Simpler Operations Across Every Mode Rather than adding complexity, Neurored’s digital tool reduced it. Correos Express shifted from reacting to anticipating, shortening planning cycles and improving sustainability by cutting unnecessary mileage.

The same system can integrate with existing ERP, WMS, and CRM setups without requiring projects to rebuild their stack. Neurored TMS & SCM already supports more than 10,000 enterprise users worldwide and can digitise operations across Ocean, Air, Land, and Rail in one unified platform.

A Proven Path You Can Replicate Spain’s success story matters for ANZ operators because it shows that large-scale digitisation is not theoretical. It is practical, proven, and repeatable. Correos Express did not simplify their network to digitise it. They digitised it because it was complex.

If a national parcel network in Europe can optimise 6,380 routes in one model of efficiency, then modernising your own network is not just possible. It is achievable with the right tools and a partner who has already delivered it at scale.

Your network may feel complicated today, but that complexity is simply data waiting to be unlocked. The technology is ready. The blueprint exists. The opportunity is yours to take.

DEC ‘25

JD Sports expands with new Swisslog omnichannel AutoStore solution JD Sports expands with new Swisslog omnichannel AutoStore solution to meet growth, efficiency, and service needs.

Sports fashion and apparel giant, JD Sports, has invested in a new omnichannel warehouse automation solution to meet growing demand in Australia, and the need to meet peaks such as Black Friday sales.

The new Swisslog AutoStore grid-based automation solution is one of the largest in Australia, with a grid capacity of 106,100 bins, served by 113 robots, in a grid size of just 4,469 m2.

“JD Sports had outgrown their previous distribution centre, and sought a new automated solution that was simple to operate, flexible in meeting storage and retrieval challenges, and easily scalable in increasing inventory into the grid,” says Dan Ulmamei, Managing Director, Swisslog Australia and New Zealand.

This growth mirrors that of the sports apparel industry more broadly in Australia, which had a combined annual growth rate of 4.7% over the past five years, and an estimated revenue of $4.1 billion in 2024, according to an Ibis World Report.

JD Sports, which operates under the market signature “the undisputed king of trainers,” has more than 70 stores across Australia to complement its strong e-commerce presence.

“For optimum return on inventory space, efficient replenishment, and high performance, AutoStore ideally suited JD Sports’ ambitious growth plans and desire to drive even higher levels of customer service in both B2B and B2C channels,” says Ulmamei.

AutoStore is a unique and simple solution that uses robots and bins to quickly process orders. It provides better use of available space than any other automated system with its unique design that enables direct stacking of bins on top of each other and storage of multiple SKUs in a single bin.

Swisslog is one of the world’s top AutoStore integrators, with extensive project references both locally and globally in the fashion and apparel industries, and more than 400 completed projects worldwide.

“An AutoStore solution is also ideally equipped to handle seasonal peaks or sudden changes in demand. These are common in the retail and e-commerce sectors, with Christmas or holiday peaks, and special sales like Black Friday,” says Ulmamei.

Mark Woodhouse, Chief Financial and Operating Officer (APAC), JD Sports, says, “This has been an extraordinary achievement from all involved, from contract signing to live in a year and now at full production in just two years. We now exceed the originally planned production forecasts every day, resulting in significantly higher production than last year. We’ve found the right partners to help us deliver. Swisslog and AutoStore have been instrumental in that journey, and we thank them for working with us to continually evolve the solution. Our team members are happier, our customers are happier, and our bottom line is happier”.

Swisslog’s new AutoStore solution for JD Sports is one of the largest in Australia, with a grid capacity of 106,100 bins, served by 113 robots.

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DEC ‘25

To optimise efficiency, conveyor ports are designed for replenishment, quality control, and returns

Functionality built for expansion JD Sports’ new Swisslog AutoStore features 15 carousel pick ports configured in an efficient 1:4 layout with put-tolight modules that streamline order accuracy. The layout allows operators to work in tandem with automation – fewer robots can fulfil the same number of orders in the same time.

To future-proof capacity, the system has port frames in place to support the addition of six more carousel ports and two extra conveyor ports as volumes increase.

Automated carton forming, an empty-carton line with a four-carton buffer, and a takeaway conveyor feeding directly to packing and despatch further enhance throughput and ergonomics on the warehouse floor.

“The 1:4 layout allows for increased productivity in picking, by combining people with automation. Fewer robots can therefore fulfill the same number of orders in the same amount of time,” explains Steve Dimitrovski, Sales Director at Swisslog for Australia and New Zealand.

The solution includes eight conveyor ports dedicated to replenishment, returns, and quality control, supported by an additional two port frames for future expansion.

To further support efficiency, a 57-metre waste conveyor automatically transports flattened cartons to a recycling compactor, keeping work areas clear and contributing to sustainability goals.

“To optimise the efficiency of the overall system, these ports are designed to perform three functions – replenishment, quality control, and returns. There are compartmentalised bins for returns to manage the queue in the most efficient way,” he adds.

Controlling the system is Swisslog’s proprietary SynQ software, which seamlessly integrated with JD Sports’ Warehouse Management System (WMS), to provide Warehouse Execution System (WES) and Warehouse Control System (WCS) functionality.

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Key JD Sports personnel involved in the project, (L to R), Dave Bellis, Supply Chain Projects Manager, Matt Collins, Distribution Manager, Mark Woodhouse, Chief Financial and Operating Officer, and Brett Dale, Head of Logistics and Supply Chain

“SynQ is a single platform that uses proven industryspecific processes that optimise warehouse automation processes, backed by more than 100 years of experience, with more than 500 software experts worldwide.

SynQ was able to meet the extensive and advanced functionality requirements set out by JD Sports,” said Dimitrovski.

At the packing stage, ergonomically designed pack benches handle both multi- and single-line web orders.

Finished parcels travel via a belt conveyor to consolidation into Unit Load Devices (ULDs) before moving through a 492-metre QuickMove 2 conveyor network. Automated lidding, labelling, and despatch lanes complete the process, ensuring seamless order flow from picking to shipping with minimal manual handling.

Sustainability “Part of our brief from JD Sports was to include features that reduce the overall footprint of the automation solution, and contribute to their efforts to enhance the sustainability of operations,” said Dimitrovski.

“AutoStore is already an extremely energy efficient solution, using just 0.1 kW of energy per hour – with six robots using about the same energy as a toaster,” he adds.

“In addition, Swisslog installed approximately 57m of cardboard waste conveyor to efficiently transport cardboard to a compactor for recycling. E-commerce order cartons are re-used, further contributing to minimising waste.”

Brett Dale, Head of Logistics and Supply Chain at JD Sports, says, “by implementing AutoStore with Swisslog, we’ve transformed the way we serve our customers. We are reducing lead times and elevating quality outcomes.

Faster, smarter, and more reliable. This has been a big step forward in our customer experience journey.”

DEC ‘25

A New Global Partner for Integrated Warehouse Automation Toyota Industries Corporation has confirmed a major milestone in the future of its warehouse automation business. As part of a global reorganisation, the company will unite its automation brands under a single banner, Toyota Automated Logistics (TAL), creating dedicated regional operating companies in Australia, United States, Europe and, in time, other markets.

This new structure, scheduled to commence operations in April 2026, will bring together all relevant organisations and subsidiaries involved in intralogistics technology, with the goal of accelerating decision making, strengthening collaboration and positioning Toyota Industries as the global partner for fully integrated warehouse automation.

A unified offering for a rapidly changing sector From Tuesday 11 November 2025, Vanderlande, Bastian Solutions and viastore have officially been brought together to form Toyota Automated Logistics. This marks a significant step forward for the group, combining decades of expertise into a single, coordinated global offering.

Across these three brands, Toyota Automated Logistics will deliver an end-to-end suite of integrated warehouse automation solutions covering every stage of the material-flow process, from inbound to outbound. By bringing together technology, software and lifecycle services under one umbrella, customers will benefit from a consistent experience worldwide, with solutions that are modular, scalable and designed to support long-term growth.

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Strength in capability, depth and experience Each business contributes deep and complementary strengths. Vanderlande has long been recognised for its leadership in shuttle-based systems, robotics and software-driven automation. Bastian Solutions brings strong integration capability and a track record of delivering complex, customer-specific designs, while viastore adds extensive expertise in software, controls and high-performance pallet-handling systems.

Together, this combination creates a powerhouse with the ability to design, build and support some of the most advanced automated fulfilment environments in the world.

With the wider Toyota group behind it, TAL is positioned to set a new benchmark in intralogistics, with a shared ambition to become the global leader in automated warehousing solutions.

What this means for Australia and New Zealand For customers in Australia and New Zealand, it remains business as usual, with the local Vanderlande team continuing to operate as they do today, backed by the expanded resources, capability and global reach of Toyota Automated Logistics.

The change strengthens local support rather than replaces it, giving customers greater access to world-class technologies, broader system expertise and the collective knowledge of a global organisation working under one unified vision.

DEC ‘25

REGISTER NOW

In partnership with the Supply Chain and Logistics Association of Australia, the Retail Fulfilment Show brings together 1000+ supply chain leaders, retailers, and logistics innovators to explore how fulfilment excellence drives customer experience and growth.

This year’s program delivers the insights and strategies transforming fulfilment across every stage of the retail supply chain.

KEY THEMES Fulfilment model strategy Evolving operations to meet growth and efficiency demands Digital transformation Applying automation, AI, and data to drive smarter fulfilment Customer centricity Building fulfilment experiences that enhance loyalty and trust Scalable operations Designing sustainable, future ready fulfilment networks

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