CILTA 80th Anniversary

CILTA 80 ANNIVERSARY TH

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ABOUT CILTA

Contents National Chairman’s Report About CILTA

2 1, 3

Chapter 1: Air

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Chapter 2: Defence

9

Chapter 3: Maritime

11

Chapter 4: Rail

15

Chapter 5: Road

18

Timeline: Shipping 22 Air 24 Rail 26 Transport 28 Education 32 CILTA Membership 36 Membership 37 Education/Development

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Round-up 41

The Chartered Institute of Logistics and Transport Australia (CILTA) CILT was established in the UK in 1919, and has been operating in Australia since 1935. CILT Australia is part of the CILT International network with of over 33,000 members and more than 200 key corporations working in 100+ countries.

The association covers all those who work transporting passengers, moving freight and managing Australian domestic and international supply chains from the most junior school leaver to the most senior CEOs. CILTA’s accredited, certified and recognized development programs, along with its networking and event opportunities truly offer its members ‘the way forward for industry professionals’.

Specifically CILTA works to:

Published on behalf of:

The Chartered Institute of Logistics and Transport Australia (CILTA) Phone: 1300 68 11 34 Email: admin@cilta.com.au Website: www.cilta.com.au Address: PO Box 3161, Caroline Springs, VIC 3023

Published by:

Phone: 1800 222 757 | Fax: 1800 063 151 Email: publications@crowtherblayne.com.au Website: www.crowtherblayne.com.au Advertising Executives: Lyndon Smith, Kim Rachelle Editor: Jessica McCabe Production Manager: Lynda Keys Design Team: Andrew Crabb, Danny McGirr, Michelle Triana Printed by: Blue Star Web Disclaimer © This publication is copyright. No part of it may be produced, stored in a retrieval system or transmitted in any form or by any means including electronic, mechanical photocopy, recording or otherwise without the permission of the Chartered Institute of Logistics and Transport Australia or the publisher. This publication may also contain information, text, and images created and/ or prepared by individuals or institutions other than the Chartered Institute of Logistics and Transport Australia or the publisher, that may be protected by copyright. Users must seek permission from the copyright owner(s) to use any copyrighted material. As copyright holders are not, for the most part, indicated in text or in image captions on pages in this publication, please contact the Chartered Institute of Logistics and Transport Australia for this information, and for all permission requests. Readers are advised that the Chartered Institute of Logistics and Transport Australia or the publisher cannot be held responsible for the accuracy of statements made in advertising or editorial, nor the quality of goods and services advertised. Opinions expressed throughout the publication are the contributors’ own and do not necessarily reflect the views or policy of the Chartered Institute of Logistics and Transport Australia or the publisher. While every reasonable effort has been made to ensure the accuracy of the information contained in the publication, the publisher takes no responsibility for those relying on the information.

• Involve people as members and professionals in T&L. T&L continues to change and grow quickly. Our freight logistics is already about 14.5% of Australian GDP and employs about 1.25 million workers while passenger Transport has a direct, positive impact on the livability of our towns and cities and on the growth of our economy. CILTA challenges members to get involved and play their part in shaping the future through our events, networking functions, surveys and seminars and our various working groups and committees.

• Inform - As T&L grows in complexity knowledge becomes more important than ever. CILTA keeps members informed about the critical issues, emerging trends, international and local developments and about the people in T&L who are making a difference via daily RSS newsfeeds, weekly updates, monthly e-newsletters, and access to the on-line International Knowledge Centre, research reports and seminars as well as with social media.

• Recognise - Skills, experience and training count. The CILTA Membership levels provide important recognition of the skills and experience of members as they progress in their careers. Exceptional achievement is then recognised by the awarding of the Certified Passenger Professional CPP), Certified Professional Logistician (CPL) and Certified Transport Planner (CTP) accreditations and through our prestigious annual National T&L Industry Excellence Awards.

• Develop - CILTA supports lifelong learning and the development of people through short courses, mentoring programs and qualifications, many of which have both an Australian and an international level of recognition.

CILTA 2016 1

NATIONAL CHAIRMAN’S REPORT

CILT at a global level The Chartered Institute of Logistics and Transport in Australia (CILT-A) is part of a long-lived and highly regarded international organisation – CILT-International.

We have for many years been actively engaged with CILT-International.

This provides a useful connection to ‘all things’ related to logistics and transport at a global level which we can then translate to our own professional interests – creating opportunities that would not otherwise occur.

During 2015/16 we participated in the annual CILT-International Convention and associated Conference. There were two such events during 2015/16, viz: • Dubai - 13-16th September 2015 • Montreal - 8-12th May 2016 We are represented in CILT-International through: • my role as an International Vice President and so a member of the International Management Committee (IMC) • Eliot Price (current Chairman of our Queensland Section) as International Convenor of the Young Professionals on the IMC, and • Kim Hassall (Chairman of our Professional Development Committee) as a member of the International Education and Standards Committee (IESC).

Of particular note is that CILT-A has actively participated in the CILTInternational annual Convention through the Young Professional of the Year winner from our annual industry excellence award event. We nominate that young professional into the CILT-International award event held in conjunction with the CILT-International Convention. We have been very successful over the years in that our nominated young professional has been selected as the International Young Professional of the Year. During 2015/16 we nominated Dr Ryan Falconer (Dubai Convention) and Nahn Tran (Montreal Convention). Ryan was a finalist and Nahn was selected the winner - both are to be congratulated. I also thank all other CILT-A Young Professionals who participate in CILT-A. Such participation should ideally extend well beyond our annual industry awards.

At a National level during 2015/16 Hanna Lucas and Steven Nicols decided to pursue opportunities outside of CILT-A. Hanna was our Executive Officer and Steven Nicols our Honorary Treasurer. I again thank both Hanna and Steven for their contribution and wish them well in their future endeavours. We have subsequently appointed Karyn Welsh as National Manager and Doug Golden as Honorary Treasurer.

The business of CILT-A is primarily managed through the National Council, which is supported by two standing committees, viz: • Governance & Finance Committee – Glen Dawe as Chairman • Education & Professional Development Committee – Kim Hassall as Chairman Support for the National Council and the two standing committees is provided

by Karyn Welsh (as National Manager) and Wendy Hillman (as Education & Professional Development Coordinator).

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The National Council and two standing committees gave much emphasis during 2015/16 to: • Internal focus on business processes and procedures – to provide greater rigour particularly in regards to accountability and risk management • External focus on marketing – to achieve greater recognition and so influence in the broader logistics and transport sector.

The focus on internal matters was largely addressed in 2015/16. However, the focus on external matters is still very much a ‘work in progress’.

In 2015/16 we held a very successful annual industry excellence awards event – Brisbane 7th November 2015. I congratulate the winners of each of the various categories of award. I also, again thank those who entered the awards, those who participated on judging panels, those who provided sponsorship and all who attended. A special thanks to Hanna Lucas for being the prime organiser of the event.

Underpinning all that happens in CILT-A are the geographic (State & Territory) Sections and industry Sectors. It is at this ‘local’ level through the voluntary efforts of our members that events are organised and so enable the networking that is a key aspect of professional development. This very much provides the ‘face’ of CILT-A, which is so important in attracting and retaining members together with sponsors. It is also this ‘connection’ to the ‘coal-face’ that is fundamental to our well being as an organisation. In this regard the Sections and Sectors are represented on our National Council – so ensuring CILT-A remains oriented to serving members.

A pertinent example of how well this ‘connection’ can work is that Lawrence Norton (a member of the Victorian Section Committee) provided much input to development of a ‘member benefits’ package that has now been implemented.

I hasten to add that there are many, such as Lawrence providing valuable (and often ‘out of sight’) contributions.

The activities and achievements of the various Sections and Sectors are separately reported elsewhere in our 2015/16 Annual Report.

The challenge of attracting and retaining members together with support from sponsors is ongoing. The achievements of 2015/16 positions us well to address that challenge in 2016/17 – and beyond. As with all organisations it requires a concerted team effort – at all levels. In that regard I thank all who have contributed. Overall it was indeed a busy year - 2015/16.

Neville Binning FCILT National Chairman CILT Australia

ABOUT CILTA

The formation of CILTA The transport and logistics industry congratulates the Chartered Institute of Logistics and Transport Australia (CILTA) on 80 years since first forming in Australia in 1935.

In 1934 a group of officers of the NSW Government Railways recognised that to further their careers, some professional study and wide ranging professional involvement was necessary. They undertook correspondence courses from The Institute in London and, in so doing, formed a study centre for The Institute in Sydney. After further negotiation with the Institute Headquarters, a branch of the Chartered Institute of Transport (CIT) was formed in Sydney on 18 January 1935.

Membership then saw major increases after the Second World War and today supports over 1400 members.

CILT Australia is a professional body for those who work in all the major transport undertakings, planning transport infrastructure, transporting passengers, moving freight and managing Australian domestic and international supply chains along with those in the civil service and in transport research and education. CILT provides leadership in research, policy and professional development and supporting continuous improvement in the transport and logistics industry. CILT’s aim is to raise the standard of performance across the board.

Originally founded in London in 1919, The Institute of Transport formed to promote transport interest with the aim of collecting and collating of data for the purpose of developing and improving scientific methods to achieve greater transport efficiency; the achievement of a future integrated transport system; and training of logistics talent.

Becoming a Member provides you with RECOGNITION of your experience and qualifications, offers you opportunities for further DEVELOPMENT, INVOLVES you in industry interaction and keeps you INFORMED on Industry developments and updates.

Its leaders, principally managers, administrators and engineers that had been at the forefront of providing transport and logistics provisions to the British Army during the First World War. Nearly 100 years later and after the issue of a Royal Charter in November 1926 and a change of name, the Chartered Institute of Logistics and Transport (CILT) continues to pursue more or less the same laudable and necessary aims so vital to maintaining and improving the logistics system upon which the world fundamentally depend.

CILT now supports over 33,000 members with branches in 31 countries and members working in over 100 countries worldwide.

The efficient movement of people and goods affects the quality of life, the functioning of trade, the economy and numerous essential services. It is essential that all those involved in the planning, operation and management of transport and physical distribution, in industrial transport and many connected activities, should be well qualified and have the knowledge that a single transport mode can no longer be considered in isolation and that transport is a critical element in the logistics chain. The same can be said of those whose contribution to transport lies in the areas of transport technology, education, research and allied activities.

Annually, CILT Australia hosts an “Awards for Excellence� event, showcasing the top talent and companies in Australia that is open to all Australian individuals and organisations working in the transport and logistics industry. These awards recognise organisations and individuals that set global benchmarks for best practice in their fields of endeavour, and are leaders in the profession, showing world class expertise and innovation in developing and implementing transport and logistics solutions across seven different categories - Young Professional of the Year, Safety, Moving People, Moving Freight, Professional Development, Transport Policy, Planning and Implementation and Government Innovation. (www.cilta.com.au/page-annual-awards)

Our two last Young Professionals of the year have gone on to win CILT International Young Professional of the year amongst a high calibre of competition at the annual CILT Convention.

CILTA 2016 3

ABOUT CILTA

QLD Chair Report Having recently taken over as Chair of the Queensland section committee, 2016 was an opportunity to try a number of different events to see how our members responded.

Leigh Williams, founder and CEO of e-store logistics, leader in contract warehousing and distribution for online retail. Williams was commended for his entrepreneurialism, mentoring other young professionals, and promoting the logistics industry, while so actively developing his own business. Williams started eStore Logistics in 2008 after his own difficult experiences buying and selling products online. eStore Logistics provides end-to-end 3PL services to both online retailers and traditional bricks and mortar businesses.

Jessica Paton, Training Facilities and Simulator Specialist at Queensland Rail, was highly praised for her work on the system she has developed for supporting drivers to improve their capabilities when human errors have caused SPADs (signal passed at danger). Paton’s achievements and diversity in skills and experience has bought a new perspective and innovative solution for a problem that has long plagued safety in the rail industry.

So where to in 2015 and beyond?

• Development of Sector Committees to debate the important issues • More events to grow the industries networks and sharing of information • More short, succinct webinars on the latest T&L topics • An online Professional Development Platform to search for the best T&L courses available across all modes • Mapping and guiding career paths for our emerging leaders • Industry and Government backing for recognition of T&L Professionals

Join Australian’s best transport and logistics professionals.

Karyn Welsh National Manager Karyn.welsh@cilta.com.au www.cilta.com.au

In that regard, 2016 has been a positive year for the Institute in Queensland. We still have many of the same challenges facing us, but we have also managed to significantly increase the number and quality of events that we have been able to run.

Our key challenge is finding new members who have the time and inclination to serve on our section committee. Whilst the amount of work required is modest, we require fresh blood with energy, enthusiasm and drive to help organise and run events.

This year we were honoured by the large turnout of members and nonmembers to several of our various events. We have found that members will support high profile events, such as our highly successful breakfast with Neil Scales, Director General of the Department of Transport and Main Roads.

Other events however, seemed to suffer from an inability of members to attend events which had to be scheduled at times that were convenient for our hosts. Events such as the tour of our National Partner, Volvo Mack’s assembly facility in Wacol were extremely interesting and a symbol of the level that Brisbane is capable of.

We were unlucky with shipping schedules cancelling a RORO ship tour, but the interest that this generated will encourage us to attempt to run this again.

Our latest event, hosted by Griffith University was a session with the highly regarded Prof. Martin Christopher. It was a big success and we hope to get a video of this session made available online.

Our members have clearly demonstrated a desire to attend high quality events and I would ask any member who would like to be involved at the committee level to assist in making these events a reality to get in touch.

I’m keen to build on the success of 2016 and bring more events to our members.

Elliot Price Queensland Section Chair

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ABOUT CILTA

CILT International Beginning Terence Hughes and Rob Thompson present the legacy and influence of developments established in the logistics and transport infrastructure of the First World War. Remarkably, the innovation of the transport infrastructure in the First World War led to the very beginning of what we now know as CILT, with the creation of the Institute of Transport at London’s Savoy Hotel in 1919.

On the afternoon of Monday 3rd November 1919, a mere eight days before the first anniversary of the signing of the armistice that ended the First World War, a rather obscure group of men attended a luncheon meeting at the Savoy Hotel in London. These men, principally managers, administrators and engineers, were at the Savoy to champion a new and thoroughly modern cause: the formation of the Institute of Transport. Apart from the promotion of transport interests in general, the three basic aims of the Institute were: the collection and collation of data for the purpose of developing and improving scientific methods to achieve greater transport efficiency; the achievement of a future integrated transport system; and training of logistics talent.

Nearly 100 years later and after the issue of a Royal Charter and a change of name, the Chartered Institute of Logistics and Transport continues to pursue more or less the same laudable and necessary aims so vital to maintaining and improving the logistics system upon which Britain, Europe and the rest of the world fundamentally depend.

The aims and the ideas behind them did not spring out of thin air, which begs the question: where did the impulse to set up the Institute come from? The clue is in the names of the men involved and the date of the first Savoy luncheon.

Apart from, perhaps, Sir Eric Geddes, Minister for Transport (and the first President of the Institute), Sam Fay, Phillip Nash, Francis Dent, George Gibb, Alexander Gibb, Henry Maybury (a future President), Guy Granet, Henry Thornton and Ralph Wedgwood (amongst others) would have been unknown outside of a small but influential circle of transport specialists connected with an equally unknown wartime organisation known as General Headquarters (Transport).

Those few that did know of them and the organisation they worked with would have been aware of the enormous and vital contribution they had made to Britain’s victory in the war of 1914–18. In fact, it would be fair to say that of all those who served in the war, from the most humble soldierto the most exalted commander those who served in GHQ (Transport), made the single greatest contribution of all, and it was this organisation and the experience of those connected with it that was the driving force behind what we know today as CILT.

The beginning When Britain went to war in August 1914 along with France, Germany and Russia, they expected to fight a bloody but short war that would probably be ‘over by Christmas’. What none of the belligerents had counted on was the willingness of its population to fight, the inventiveness and productive capacity of its industries and the terrifying power of modern weapons, especially artillery.

By Christmas 1914, Germany, France and Britain had fought each other to a

standstill. As each side dug in, they created a continuous ribbon of trenches that stretched from the North Sea across Belgium and France to the Swiss border.

The Germans were content to sit on these defences, while the Allies, unable to go around, would have to attack head on.

Britain alone among the belligerents entered the war with a colossal navy, but only a tiny fighting force of about 100,000 men: a mere fraction of the ‘million man’ armies of France, Germany and others. Realising it was now in for the long haul, Britain needed to expand its armies dramatically to face the enemy on equal terms. Soldiers were not a problem, as the men of Britain and the Commonwealth volunteered enthusiastically, but it would take time to train them. What was a major problem was their equipment needs, and above all the desperate need for machine-guns, bigger and more powerful artillery and the millions of shells they would need to annihilate the increasingly powerful enemy trench defences.

Working virtually from scratch, the Ministry of Munitions was formed to marshal Britain’s manufacturing potential. Within 18 months, shells which had been counted individually in 1914 were now pouring into France by the thousands of tons. Army units were expanded in number and type as commanders attempted to balance the numbers and to find new ways of winning this most unexpected type of war. By the beginning of July 1916, the infantry of the British Expeditionary Force (BEF) in France and Flanders had increased tenfold, while its new artillery and specialist units now numbered in the thousands. On 1st July 1916, the BEF engaged in its first major battle: the Somme.

The Somme campaign began amid high hopes. However, despite gigantic German casualties, by the autumn of 1916 the BEF had run out of steam and was stuck fast in the Somme mud. Much polemic has been written about this infamous campaign, but one of its most important aspects – transport – has been all but ignored. This reflects a wider ignorance of its role and influence during the war at the time and subsequently.

The Somme campaign failed not because of poor command, the ignorance or inexperience of officers, or the calibre or the training of the troops, but because the BEF transport system, absolutely central to modern mass-industrialised war, failed comprehensively from port to front line. At the ports, ships waited up to three weeks in harbour to be unloaded, and quaysides and warehouses were a hideous jumble of every kind of piece of equipment or item of supply. The roads and railways that carried these supplies to the front were collapsing.

At the major transport hub of Amiens, the main supply base for the British, there were 18 miles of trains waiting to be unloaded. Further forward, there were great dumps of equipment that could not be moved due to the appalling state of the roads. Rail and road could not be repaired due to the low priority given to the means and material to maintain them; the commanders wanted hells, but did not fully grasp that without material and manpower to build and repair and transport, shells, guns and supplies of every type could not be moved.

CILTA 2016 5

ABOUT CILTA

In other words, the military failed to grasp the central importance of transport and its infrastructure and the need to pace it at the heart of their battle plans.

The response of the BEF to this catastrophic wholesale collapse had major consequences for the future conduct of the war and for the development of domestic civilian transport during the post-war era.

‘Not fit for purpose’: Geddes Transport Mission, 1916 During 1914–16, the military operated the BEF logistics system, but the unprecedented mass, material nature of the war was simply beyond its collective capability, especially once the material floodgates of the Ministry of Munitions began opening. The system, if it can be called that, was ineffective, inefficient and fragmented, and functioned in an ad hoc manner that was inimical to the supply of men, munitions and materials. The main problem was that the military was untrained and unable to run transport systems on such a vast scale, and it was only the much-distrusted civilian transport leaders and experts who had any experience of managing supply movement on such an enormous scale.

In autumn 1916, a delegation of civilian transport experts headed by railway supremo Sir Eric Geddes examined the whole of the BEF transport system. He had proven his worth at the Ministry of Munitions and was one of the so-called ‘men of push and go’ brought in by Prime Minister David Lloyd George to transform Britain’s wartime industrial and transport base.

Although initially distrusted by BEF Commander-in-Chief, Sir Douglas Haig, Sir Eric Geddes and his team were given free rein throughout the autumn (much to the disgust and alarm of the conservative military transport officers) and his final report was nothing short of revolutionary.

Once implemented, it would prove transformative. His far-reaching recommendations amounted to the abolition of the military transport system as it stood and the integration of every transport and transport-related function under single, central, co-ordinating body staffed by civilian experts known as GHQ (Transport) or, jokingly, Geddesburg. It ultimately became the most important headquarters on the British front, dwarfing even the mighty General Headquarters (GHQ) headed by General Douglas Haig.

The whole amounted to much more than a central co-ordination of military transport, but arguably the creation of world’s first large-scale, mass, integrated transport system driven by the application of scientific principles.

Transport Mission results The results were astonishing. Unable to support one BEF operation in 1916, the BEF transport system successfully dealt with further massive material expansion in 1917, while simultaneously successfully supplying the gigantic needs of four major offensives in 1917.

The legacy of the mission, including the use of civilian experts, resonated well beyond GHQ into many other combat support areas. Whatever military mistakes were made during 1917 and 1918, the BEF’s capacity to supply and move was not one of them. The legacy did not stop at the end of the war, but continued to exert an important, if yet historically unquantified, influence on the development of post-war logistics, particularly through the newly formed Institute of Transport.

In summary Although absence of historical research means we know next to nothing of the entity and depth of the relationship, it is clear that the experience of the First World War was the primary driving force behind – and GHQ (Transport) the primary example of – what would eventually become the Chartered Institute of Transport. Its First World War transportation experience indirectly and directly shaped Britain’s transport development and it is significant that the goals of GHQ (Transport), the Institute of Transport and the modern-day CILT remain the same.

The remarkable logistics and transport achievements of the British Army in the First World War are the inspiration for the work of the independent Expeditionary Trust. It continues to conduct research and aims to bring this hitherto unrecognised story to the public. The trust will be publishing a study of the British army’s supply chain in co-operation with Cass Business School, and is developing video and digital displays for use in a range of locations, including museums and other venues. The trust welcomes the support and co-operation of the profession.

Transport Mission recommendations Sir Eric Geddes identified five major areas relating to transport, each of which had a specific directorate created around it: railways, docks, roads, canals and light railways- these directorates were unified under a Director-General which was a radical change in policy. The DGT’s remit did not just cover operational issues, but also transport infrastructure construction and maintenance, as well as the integration of portside facilities, depots, warehousing and railway wagon construction, amongst many other functions. More importantly, he introduced the idea of using scientific management, the use of widespread crossdirectorate data collection and collation, and statistical forecasting to increase the efficiency of the system. To achieve all this, he employed predominantly civilian experts from many different civil fields.

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ABOUT THE AUTHORS Rob Thompson graduated in military history from Birmingham University and is a leading expert on Great War logistics. He was a Teaching Fellow in the Centre for First War Studies at Birmingham University and is currently producing a study of the British Army’s Supply Chain on the Western Front for the Cass Business School.

Terence Hughes is Director of the Expeditionary Trust, he graduated in History from Oxford and worked as a senior producer for BBC Television where he was editor of the Money Programme. He has contributed articles to the Sunday Times and written books on ‘D—Day’, the ‘Battle of the Atlantic’ and the ‘Concorde’ project.

ABOUT CILTA

The Institute of Transport Origins of The Institute of Transport (UK) In 1919; A Royal Charter In 1926

The Institute of Transport was founded on 3 November 1919, in London, UK. This professional and learned organisation continues today beyond the life of any individual - as custodians of the past, actioning the objectives of the Institute in the present, and making preparations for the future.There was a desire to build a better world through applying hard-won wartime lessons and the need for co-operation and collectivist planning in peacetime.

On 18 August 1919, some ten weeks before, the Ministry of Transport had been formed in Britain.

Eric Geddes, 1875 – 1937, with a background in railways, served as DirectorGeneral of Military Railways and Inspector-General of Transport on the Western Front in 1916-1917, with the rank of Major-General.Under his leadership, ports and railways worked efficiently, with light railways built to bring materials to the front lines. Geddes was knighted in 1916.

In mid-1917 Geddes was recommended by Field Marshal Haig to the Prime Minister, to be First Lord of the Admiralty; and was elected as an MP. As First Lord he drove shipbuilding and the use of Convoying, and infused the Admiralty with energy, openness and initiative. He became the first Minister of Transport in 1919, and in that year was first President of the Institute of Transport.

Sir Albert Stanley (later Lord Ashfield, and second President of the Institute) was the Head of the Underground Electric Railways Company of London. He took a decisive role in shaping the new Institute, to organise and promote the standing of the transport profession. This included developing a comprehensive scheme of education to support the training and development of careers in transport.

The Institute’s stated functions were typical of a professional body: to organise the profession, to qualify members, and to promote further study and research papers. It’s stated objects were to foster “knowledge of traffic science and the art of transport in all its branches, to hold meetings of the Institute for reading and discussing communications, to provide for the delivery of lectures and for the holding of classes and examinations”. These objectives were further defined and elaborated in the Royal Charter, which was granted to the Institute in 1926.

In those formative years 1920 – 1926 the various Presidential addresses demonstrate the wide-ranging outlooks of successive Presidents.

attention to the truck road programme; until then the Institute membership was predominantly from the railways.

Sir Sam Fay, the fourth President, took as his subject ‘Management’.

Sir Joseph Broodbank, fifth President took focused on ‘The ideal seaport’.

Sir Lynden Macassey, sixth President, delivered a masterly survey of London traffic.

Sir Joseph Nall, seventh President, spoke on the subject of ‘Co-ordination’ and the part that the Institute could play in expanding opinions on transport matters.

Interestingly it was in 1928 that the tenth President – Sir Sefton Brankner – spoke about co-operation between air and other forms of transport – the first Presidential mention of air transport!

Looking for an understanding of why – in 1919 – both the public and the transport operators were sufficiently interested in transport progress. This arose from an acute awareness of the high performance of wartime transport. There was a feeling that a fresh start was needed and a call for better organisational systems than had so far been achieved was outlined. This became an important feature of the post-war re-organisation of Britain’s transport operations Noting the establishment of the Ministry of Transport UK and the support that Ministry gave to the Institute of Transport in 1919, it should be recorded that Mr Charles Halton, CBE, FCIT was Secretary of the Australian Department of Transport from 1973. He supported the work of the Chartered Institute of Transport in Australia, and subsequently facilitated the grant of federal Australian Government financial assistance to the Australian Council of the Chartered Institute of Transport [the main recommendation of the Churchill Fellowship Report, 1974 “Improving Transport Management – the Contribution of the Chartered Institute of Transport in Australia” by an Australian Regular Army officer – Alan Howes].

In 1920 Sir Eric Geddes said that no aspect of the transport situation was more important than the relation of transport with the State.

The second President, R H Selbie took as his theme the importance of education and training in transport, and the contribution which could be made in this field by the Institute of Transport.

Sir Henry Maybury, Chief Engineer of the Ministry of Transport and the third President, spoke about a range of transport developments, drawing particular

FURTHER READING: Institute of Transport Journal (UK), Golden Jubilee 1919 – 1969, November 1969; ‘Transport co-ordination and professionalism in Britain: Forging a new orthodoxy in the early inter-war years”, The Journal of Transport History, Volume 31, Numbwer 1, June 2010, pp.25-41; author is Kevin Hey, Lecturer in Strategy, Salford Business School.

Author: Lieutenant-Colonel (Retired) Alan Howes [formerly Royal Australian Army Service Corps and then the Royal Australian Corps of Transport] Canberra, September 2016. ahowes@tpg.com.au

CILTA 2016 7

CHAPTER 1: AIR

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Considered the godfather of aviation safety in Australia, Mr Lloyd has campaigned tirelessly to make the skies safer for passengers, aircraft crew and pilots alike. He said Australia’s skies and its aviation sector were by far the safest in the world.

CILTA’s Life Fellow Awarded Companion of the Order of Australia Given the choice of jumping out of a plane at 14,000 feet or being appointed Companion of the Order of Australia, 95-year-old aviation identity and Life FCILT Member, George Alfred “Peter” Lloyd will take the nation’s highest ranking honour any day.

He is honorary Governor of the Australian Sport Aviation Confederation, the President d’Honneur of the Federation and Aeronautique, Internationale and Honorary Vice-President of the Royal Aero Club of NSW.

Mr Lloyd has been recognised for his eminent services to the aviation industry, and the role he has played in advancing air safety in Australia and around the world.

If anyone knows the safety of Australia’s aviation industry, it’s Mr Lloyd, who celebrated his 95th birthday late last year with a tandem skydive over Parliament House.

Mr Lloyd is the President Emeritus of the Safeskies International Aviation Safety conferences, a role he took when he lost vision in both eyes.

“Getting the AC is far more exciting than jumping out of a plane,” says Mr Lloyd, who today is recognised with an AC. “You can always fall out of an aeroplane — and if you don’t, then someone will put their foot in your back and push you — but getting an AC is a once-in-a-lifetime honour.”

That jump, from about 14,000ft, was his fourth in a series of birthday jumps that began in 2000 with a tandem skydive to celebrate his 80th birthday.

“I’m obviously delighted with this honour but I couldn’t have done it without the help of my wife, who has been with me through the ups and downs of my career,” he says.

“It’s my firm belief that in Qantas and Virgin, this country has the most safety-aware and safetypractical airlines in the world.”

Mitchell Bingemann The Australian June 13, 2016

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CHAPTER 2: DEFENCE

2

The Defence Logistics Transformation Program (DLTP) is a once in a one hundred year opportunity to transform the provision of logistics across the Defence wholesale network.

Originating from the 2009 Defence White Paper, the DLTP is supporting the 2030 vision for the Australia Defence Force and is enabling over $320m in savings.

Defence’s Path to Continuous Improvement in Logistics To achieve the Defence reform vision of establishing more resilient, flexible and responsive logistics systems and infrastructure to support operations, sustain capability and achieve long-term savings, DLTP is focused on transforming the Defence logistics network via: • A new logistics services business model with two new national performance-based logistics service contracts for Warehousing and Distribution (W&D), and Land Materiel Maintenance (LMM), and • Over $750 million of purpose-built infrastructure, rationalising 24 sites to 7 primary sites together with key supporting automation and information technology.

The DLTP is delivered over three program phases: • Transition Preparation Phase. The purpose of this phase was to improve, standardise and streamline logistics processes and structures while gaining the necessary government approvals, obtained in May 2012, which allowed release of procurement documentation for re-tendering of the logistics services contracts.

• Services Transition Phase. The purpose of this phase was to transition services from the incumbent contractors back to Defence and then on to the new service providers.

• Site Migration Phase. Commencing in mid-2014, this phase involves the progressive occupancy of new sites and decommissioning of old sites, concluding in mid-2016.

In May 2013, Transfield Services was awarded a contract with the Department of Defence for the supply of LMM Services. Following this, Linfox Australia Pty Ltd (Linfox) was awarded the W&D services contract in December 2013. Together, the two services contracts replaced multiple location-based contracts for logistics services and the signing of both contracts marked a major milestone for DLTP. Following the awarding of each contract, a period allowing for transition from the previous service providers was successfully undertaken without any reported reduction in operational support. The two contractors and the Commonwealth then commenced planning and preparing for migration from the existing sites into new facilities.

DLTP achieved another key milestone in July 2014 with the official opening of the new Joint Logistics Unit (East) facility at Moorebank including headquarters, warehouses and workshop.

The opening of the new logistics facilities at Joint Logistics Unit (East), which is the largest site in the Joint Logistics Command network, was the first visible step in physically realising the Defence Logistics reform vision, and has been followed by the opening of new facilities in Darwin, Adelaide and Amberley.

Investment in new technologies and systems is required to deliver benefits and realise efficiencies. Within warehousing, this will mainly be derived from the introduction of a Warehouse Management System (WMS). Following significant consultation and research, Defence is proceeding with the integration of a commercial-off-the-shelf WMS product with existing Defence systems of record.

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CHAPTER 2: DEFENCE

Improving information on stock holdings is key to optimising storage and handling of Defence inventory. DLTP initiated a Volumetrics Project to enhance this information and support future storage requirements. Outputs informed slotting to ensure warehouse layouts were optimised prior to site migration. In addition, important inventory reduction and rebalancing activities have been undertaken, with Stock on Hand reduced from 50 million to below 30 million items.

Defence also recognised that to achieve true transformation, it was important to implement a Continuous Improvement program with Transfield and Linfox. Joint Logistics Unit (Victoria) and Joint Logistics Unit (South Queensland) were selected as the first sites to undertake this program.

At Joint Logistics Unit (Victoria) - the largest Defence maintenance facility, located at Bandiana Defence recognised the requirement for transformation of the current organisation and procedures into a more proactive model that would improve local outcomes for regional sustainment planning, W&D service delivery, inventory management, logistics governance and LMM functions.

For the W&D stream of work, a number of visual management related initiatives were implemented.

This commenced with a series of workshops to develop current and future state conditions for processes, then the development and implementation of workflow tools to track the status of activities, embedding of daily meetings and visual boards to assist monitoring of work and finally, establishing of commodity-based breakdown of requests to facilitate flow of work between various teams. These activities produced a more transparent workplace, allowing team leaders to actively manage teams and workloads as well as to facilitate a sustainable problem-solving environment.

For the LMM integration activities, key processes were documented outlining handover conditions in Standard Work Sheets, so that each person in the process would have the information required to complete their work, and hence reducing hand-offs and re-work. An initiative to improve maintenance activity planning and scheduling was also conducted.

Joint Logistics Unit (South Queensland) had a requirement to change its operating structure and processes for W&D and LMM service delivery with the objective to improve process effectiveness and efficiency, customer satisfaction, and mitigate the potential loss of corporate knowledge driven by the migration to a new site. To prepare the unit for the task, Lean Fundamentals training accredited through the University of Cardiff was delivered. Then sustainment planning, maintenance, inventory management, procurement and logistics governance business processes and performance levels were benchmarked using a lean-based collaborative workshop. A current state analysis and review of processes was conducted followed by definition of future state processes for sustainment planning and maintenance. A handover analysis including the W&D, inventory management, procurement and logistics governance interfaces was conducted; and finally position descriptions for key staff were reviewed for consistency with the new logistics business model, based on the similar work done at Bandiana.

Having conducted these transition, migration and continuous improvement activities, in many ways the transformation of Defence logistics has just begun, and there is an obligation now to build on the changes delivered. Indeed, the implementation of processes for Continuous Improvement, when combined with the new facilities in place and the new contractors, provides the springboard to adopt improved practices and ensure delivery of a modern, agile supply chain and maintenance program for years to come.

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CHAPTER 3: MARITIME

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As far back as I can remember, I have had a fascination with boating, ships and shipping.

Unfortunately there are many who don’t have the same keen.

To some they are merely ships that call at a port, the goods are unloaded and then made available in the shops.

The journey of a passionate shipping industry professional Many don’t stop to consider the journey the goods have taken. This seems to be more prevalent today than the past since the introduction of online shopping.

My career with the UK Merchant Navy began on 14th December 1944 after running away to sea as an Apprentice Deck Officer. My first posting was on the ”FORT SALEESH” at Millwall Dock, London. I ended my time at sea with, “CLAN MACKELLAR” on 11th August 1959. In November 1959 I came ashore (Melbourne), and became a Cargo Superintendent with The Victoria Stevedoring Co. 1965–1969, then as an Assistant Harbor Master, with Melbourne Harbor Trust. I spent the next 41 years within the industry in a variety of roles. My passion for the industry continued and I saw a number of changes within the industry over that time.

I truly believe shipping is vital to the modern global economy and I have always promoted the industry to Government Ministers, clients, interested people, and those I believe should be interested. I have presented at forums, published papers, and conducted tours of the Port of Melbourne and Port Adelaide sharing my knowledge and passion for the industry.

Today, people, who wish to know more about shipping, can do virtual tours via the Internet.

Unfortunately, this is the only real option available to see what goes on at the port, since the introduction of International Ship and Port Facility Security Code in 2002. Physical access is now strictly controlled.

On reflection of my time with working in the pre and now post-containerisation, I think there have been some negative aspects to shipping since 1969: • There is a lack of knowledge and understanding within government and the community as a whole, on the role shipping plays in the country’s economy.

• In the foreseeable future, there appears to be no incentive to promote shipping (shore and sea) as a career.

Douglas V. Bourne Jones (DBJ) OAM April 2014

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CHAPTER 3: MARITIME

Introduction Like the United Kingdom, New Zealand and other island nations, being an island continent, Australia relies heavily on seaborne trade. Without this trade Australia would not survive in the international community.

In 1822, 78 vessels entered and cleared Australian customs, with a total tonnage of 30,683 tons (31,174 tonnes). In 1999, 3,216 vessels entered Australia on 10,111 voyages and a total sea freight task of 549.3m tonnes was recorded. Since 1975, the level of cargo volume transported around the world has increased by 75%. (Lloyd’s List DCN 15/01/01) Based on these facts, Maritime transport is critical to the Australian economy.

Unfortunately in the main, we have to rely on overseas companies/ship operators to handle all our imports and exports.

Australia is at the lower end of international trade routes and has a coastline of 35,877kms, with over 70 registered commercial ports. Many ports handle specific commodities only, whilst others are multipurpose ports that cover a wide variety of commodities and forms of sea transport. In addition, more ports are being established and some existing ports are upgrading to cater for increased trade and vessel sizes.

Currently the shipping industry is one of the most regulated industry sectors in the world, and any additional regulations will only add to this burden.

Every commercial vessel must comply with the rules and regulations of the International Maritime Organisation (IMO) and Flag/Class. This regulation covers a number of areas from construction, machinery, equipment, safety, manning and the competence of crews, as well as environmental issues – including disposal of waste, ballast water, and down to a vessel’s flag state.

A vessel must maintain all certificates and standards throughout its life. To ensure that vessels’ maintain and/or meet their standards, vessels are also subject to National regulations when calling at various countries.

Once a vessel enters, and until they depart from Australian Territorial Waters (Australia’s Territorial Waters, they are governed by the United Nations Convention on the Law of the Sea (UNCLOS). They also come under the control and jurisdiction of various Commonwealth and State Authorities such as The Australian Maritime Safety Authority (AMSA), Australian Border Force (ABF), “Australian Quarantine Inspection Service [(AQIS - Various name changes)], Environmental Protection Authority (EPA), Commonwealth Department of the Environment, Water, Heritage and the Arts (DEWA). Each government agency has a specific responsibility that protects the goods and the integrity of the vessels carrying freight. A vessel failing to comply can be delayed and/or detained.

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Government regulations and costs commence from the time an agent is appointed and/or a pilot boards at the first port of loading, up until the agent clears the vessel and the pilot disembarks at the final port of loading. The vessel’s final departure is controlled by the weakest link in the logistics supply chain.

Training Maritime and shipping is currently feeling the burden of limited career promotion within the educational sector. Because very little is know outside the industry, it is important for organisations to work collaboratively together in order to gain a better understanding of the shared problems within the industry.

Many individuals and organisations, whilst being closely associated with the shipping industry, never really understand, or even have the time to think about and understand, all facets connected with a total distribution system.

Today it appears that the emphasis is on academic qualifications and less on experience - unfortunately, with all the best training in the world, accidents and mistakes do occur both ashore and at sea due to this lack of understanding at both levels. All the qualifications in the world do not necessarily make a good manager, ship’s master or deck officer. Every crew member and, where applicable, passengers on a ship at sea, must have confidence in the person on watch, as your life, and rest of the crew, ship and cargo, is in their hands – one error or bad decision on their part may result in a major losses.

Shipping Services There have been sailors, navigators and traders around for thousands of years. Man’s first venture upon the water may have come shortly after he realised a log, or some branches bound together, make a crude raft that floats and enables him to take himself and some goods along a waterway. It was probably not long after this that the first trade occurred. This is how trade still occurs in many parts of Africa and South America Around 3000BC, the Egyptians were trading in the Mediterranean. A form of sailing direction was written several hundred years before Christ; however the charts cannot be traced back that far. Undoubtedly, the first charts were not made on any “projection” and ignored the shape of the earth.

CHAPTER 3: MARITIME

The gnomic projection is believed to have been developed by Thales of Miletus (640-546BC), who was chief of the Seven Wise Men (Sages) of ancient Greece, founder of Greek geometry, astronomy and philosophy. He was also a navigator and cartographer. However, Pytheas of Massalia, a Greek astronomer and navigator, through the Book of Observations, wrote down one of the earliest recorded voyages known today. He stated that sometime between 350 and 300 BC he sailed from a Mediterranean port, following an established trade route to England, then to Scotland and Thule - the legendary Land of the Midnight Sun. He went on to explore the Norwegian fiords. So began shipping services.

Everyone’s goal is to utilise available assets in order to maximise profits, and those involved in the shipping industry are certainly no different.

Shippers (importers and exporters) require a shipping service to be reliable and to be cost competitive. Ship operators sell a service which, in order to attract buyers, must be efficient, competitively priced, and most importantly, meet customer needs. The main function of a container service could be said to be the speedy transport of goods from shipper to consignee.

Navigation Marine navigation was born when man attempted to guide his craft from one point to another. A type of compass (lodestone) was well known to the Chinese, Indians, Arabs and Turks. It is said Marco Polo (1254-1324) was the first explorer to use a compass. The history of piloting and dead reckoning extends from man’s earliest use of landmarks to today’s latest technology.

The progress of navigation was slow until, possibly, the voyages of Magellan, Columbus and when in 1768, James Cook set sail on HMS “Endeavour”, a modified North East Coast (UK) collier. These voyages were said to mark the dawn of modern navigation.

However, we must not forget the Dutch Naval Captain Willem Janszoon who in 1606, sailed on the “Duyfken” 1606 and mapped some of the West Coast of Cape York Peninsular, South of Cape Keer Weer, thinking it part of New Guinea.

In addition, Flinders mapped much of South Australia.

It is amazing how accurate these charts were that had been compiled by Cook and Flinders, especially given the “primitive equipment and conditions” they worked under.

The size of the earth was measured at least as early as the third century BC,

by Eratosthenes. He observed that at noon on the day of the summer solstice, a certain well at Syene (Swenet) on the Tropic of Cancer was lit throughout its depth by the light of the sun as it crossed the meridian, but that at Alexandria, about 500 miles to the North, shadows were cast. Whilst man understood Latitude (Eratosthenes, is believed to have been the first person to measure latitude, using the degree for this purpose).

However, no one was able to successfully calculate Longitude, until John Harrison, a carpenter, developed the chronometer in 1737. He constructed five and the h-5 model is still going in Greenwich Maritime Museum. In March 1842, the Admiralty set up a Department to improve the compass. In 1901, Herman Anschutz-kaempfe invented the gyrocompass, which was first used in March 1908, on the battleship ”Deutschland”.

Over time, Navigation aids/systems have improved, to the point where we have the Global Positioning System which provides information on the position of a vessel anywhere in the world 24 hours of the day in any weather to an accuracy of approximately 15m or less.

However, as with all electronic equipment, the navigator must also use traditional methods to confirm his position. Unfortunately, despite all these aides, human error still exists, with tragic consequences in some instances.

Pilotage Pilotage can be traced back to early days in Europe, when there were no charts and a “local fisherman” would offer his services (local knowledge) to the Master of a sailing ship to assist him in entering a port or navigating around a particular area of coastline.

In 1836, Governor Hindmarsh appointed Captain Thomas Lipson as the first Harbour Master of Port Adelaide. An Act of Parliament was passed establishing his roles and duties. One of the first tasks of Captain Lipson was to buoy the Channel with wine casks to prevent the frequent groundings that occurred due to the shallow mud flats.

In1851, the Trinity House of Port Adelaide was formed and, amongst other things, this new body was made responsible for Pilotage. The Wardens of Trinity House appointed Captain Lipson as their first Master. In 1854, the Port Adelaide Harbours Trust was formed and this body had responsibilities for the channel and harbour deepening. In that same year, Captain Lipson retired and handed over to Lieutenant Bloomfield Douglas as the next Harbour Master.

In 1838, Captain Hugh Quin was appointed as a full time Pilot and, in 1839, Captain David Robertson was appointed as a second Pilot. In 1840, Captain John Germain Sr. was appointed as a Pilot. Now this last is an important name, as his three sons, Benjamin, John Jr., and Samuel followed in his footsteps and was all distinguished pilots in their time.

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CHAPTER 3: MARITIME

The early Pilot station was at Semaphore and ships would wait for a pilot in the vicinity of a beacon-buoy located offshore. In 1840, the brig “Lady Wellington” was established as a lightship at the mouth of the river, with five pilots in residence.

They were on watch in turn, arranged their own food and supplies and were constantly on standby to lower the rowboat, virtually regardless of the weather.

In October 2001, Pilotage service in South Australia was taken over by Flinders Ports SA (FPSA) and this is the current arrangement. The person in charge of Pilotage and Pilots is now the General Manager of Port Operations.

The licensing of Pilots is still controlled by the Department of Energy, Transport and Infrastructure (DTEI).

Pilotage is the act of navigating a vessel in and out of port and in confined waterways. Pilotage is compulsory for all commercial vessels over 35m in length, and Flinders Ports supply pilots for all SA ports, the exception being a vessel with an Exempt Master for a particular port(s). An Exemption will only be given if the Master has an AMSA-approved certificate of competency and the vessel meets the criteria set by DTEI and the Port Operator.

Ports Port Infrastructure; Storage; Distribution and Communications - are the key elements for the successful transportation of goods by sea.

When goods are consumed anywhere in the world there is either a slow, rapid or controlled reduction in inventory which activates: • Order processing and communication.

• Exports are received at the terminal.

• Vessel’s arrival in port; discharging and loading takes place - vessel departs.

• Transport is despatched to the terminal to pick up either a full or empty container (MT). This is then delivered to a warehouse/factory/depot where packing or unpacking takes place.

• The full or MT unit being returned to the terminal. If an empty, then the importer should return the unit after removing any rubbish and it has been swept clean.

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A port is created to deal with the trade arising from a community-developed catchment area. It is developed to handle ships and, in order to attract trade, a port must keep re-designing itself to cope with change. It must also have an infrastructure with good access by road and rail (canal barges in Europe and other countries) to and from the port area, sufficient depth of water, navigational aids, wharves and communications.

In the past, ports consisted of wharves and sheds (storage) to cope with general cargo, etc. Since Containerisation, specialised berths and Container Terminals and Ro/Ro facilities (passenger/cargo ferries) have replaced general-purpose wharves and sheds with more emphasis being placed on infrastructure of road and rail to give better access to a port. This has also necessitated dredging, enlarging swinging basins, etc., to cater for the ever-increasing larger container ships; Panamax bulk carriers, etc.

The ultimate control of a port should be in the hands of those seen by the community at large as having a responsibility to them for the efficient operation of what is a vital community asset - in many cases a key to community livelihoods. This organisation must also have the responsibility to meet long-term requirements, including land availability. Therefore, it requires a “50 year vision” and bi-partisan support to cope with change and ensure port-related land is not sold for other activities.

The administration of safety, safe navigation and the environment must also rest with organisations that have, and are perceived to have, a responsibility to the community.

With today’s high cost of goods and raw materials, inventory/stock is kept to a minimum. An ideal situation for any business (including day-to-day travel) is a continuous stream, i.e., from production straight to transport and destination with no waiting, or bottleneck. This is unachievable, leading to areas for storage which, at great expense, often require special conditions. Storage is time, and time costs money.

CHAPTER 4: RAIL

4

The importance of education and professional involvement is primal for career expansion in the transport industry.

1934 NSW Railway

In 1934 a group of officers of the NSW Government Railways recognised that to further their careers, some professional study and wide ranging professional involvement was necessary.

They undertook correspondence courses from The Institute in London and, in so doing, formed a study centre for The Institute in Sydney. After further negotiation with the Institute Headquarters in London, a branch of the CIT was formed in Sydney on 18 January 1935.

International Young Achiever Award Nhan Tran, Australia, takes out International Young Achiever Award in Montreal Canada.

CILTA’s Young Professional Award winner for 2015, Nhan Tran, today was award the International Young Achiever award at the CILT International event in Montreal Canada.

Nhan Tran joined Bombardier two years ago. Nhan developed as a professional to become an exceptionally reliable engineer for the new Melbourne E-class trams. Over this time Nhan demonstrated exceptional ability in innovation after developing and implementing new and effective maintenance solutions that earned him two nominations for the 2015 Bombardier Innovation Award.

In February 2016, Nhan left Bombardier Transportations to take up a role as a Product Excellence Engineer looking after the quality and reliability of the powertrain system at Tesla Motors, in California USA. Nhan is also one of the co-founders of the Young Transport Professionals (YTP) network, which was created to provide a forum for young transport professionals as well as promoting each area of the industry as a great place for young people to develop their careers.

On behalf of all members, we congratulate Nhan on this significant achievement, both for him individually, and for Australia as a whole.

Three out of the last four years have seen Australian’s take out this most prestigious award.

What an achievement for the industry and for the country.

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CHAPTER 4: RAIL

2016 - Intermodal Supply Chain Synchronisation Rail based intermodal supply chains are only as strong as their weakest link.

If even one link in the service chain fails, the whole delivery system fails.

Rail based intermodal supply chains are only as strong as their weakest link.

If even one link in the service chain fails, the whole delivery system fails.

There are many different stakeholder organisations that impact on the quality of service that the end customer experiences. These organisations often have different company ownerships and different priorities and business drivers.

However, there is a co-dependency between such organisations to deliver a hopefully seamless and integrated service for the market. Is this co-dependency sufficient to drive superior performance by all players in the service chain?

More to the point “How do we as a nation ensure our rail based intermodal supply chains are as coordinated and synchronised as they should be to consistently deliver safe, efficient and reliable service to customers”?

With intermodal supply chains, the “relay batten” is exchanged multiple times between multiple organisations. Unlike an Olympic 4 x 100 metre final, it is not just about the fastest time. It is also about consistency and the reliability of service. The relay batten cannot be dropped, or the race is over.

So, what can potentially go wrong? The short answer is “plenty”. Broadly speaking for import-export freight, this starts with the port operations and the associated terminals and stevedoring operations. Is the container loading and unloading efficient? Is the terminal large enough to accommodate full-length trains without needing to break trains up at great time and expense? Is the connecting road and rail infrastructure adequate to avoid congestion?

Then there is the rail network. Can it deliver the required axle load, passing loop length and transit time outcomes? Can it accommodate double stacking of containers, or are there clearance constraints? What level of speed restrictions are in place and are there failures such as track circuits that adversely impact on performance?

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Even if the availability and reliability of the rail network is excellent, is that performance mirrored with the train operations? Could the locomotives fail in service causing network delays and consequential delays for other trains? Do we have wagon failures such as bearings or hot wheels so that time is lost cutting out faulty wagons from trains? Are the train crew changes as slick as they should be?

The freight then arrives at the receiving terminal. Is the container unloading equipment efficient and reliable? Are the tracks long enough to avoid breaking up of trains? Is there enough storage space for containers? Is the warehousing close by or even co-located, or is there a significant additional transport task required necessitating extra time and costs?

Even if things have run extremely well through all parts of the service chain to this point, we are still not out of the woods. What is the quality of the road distribution network like to deliver containers from the terminal to warehouses for storage or to customer premises or transhipment points? Is there excessive road congestion and variable delays that impact on the ability to deliver freight reliably at the agreed time with the customer?

So there is a lot to get right, and even one thing going wrong along the service chain can spoil the whole service experience for the customer and adversely impact on their business. It really is the case of the proverbial “house of cards”, with one faulty move causing the whole house to topple over. There are a lot of moving parts in this system, and hence a lot of opportunity for things to go wrong.

Intermodal supply chain players such as the national rail network owner ARTC put a lot of time and effort into liaising with the train operators, rail network maintainers, freight forwarders and the end customers such as the major retailers. There is a genuine attempt to coordinate efforts and achieve improved performance for the betterment of all. So this is focused on getting the best possible outcomes from the current delivery system.

But what about the future, and the investment required to lift performance to a heightened level across the entire service chain consistently and reliably?

Certainly the different organisations involved in the intermodal supply chain have

CHAPTER 4: RAIL

different investment appetites, different risk appetites and different abilities to fund infrastructure enhancements. There is also a risk that some organisations will ride on the back of investment by others, but not put their hands in their own pockets.

So taking Inland Rail as an example, even if the required $10 billion of investment can be found to deliver a network allowing double-stacking of containers, 1800 metre long trains and much faster transit times, how much will rail’s market share increase overall? If the terminal owners don’t invest then the growth in rail market share will be less than desirable. If investment for both the rail network and terminals occurs, but the associated road distribution network around the terminals remains clogged, then the full potential of the investment will not be realised.

This raises the issue of how does one organisation decide to invest, without any certainty that other organisations will also play their part and invest in parallel?

There are some lessons from the bulk rail sector for iron ore and coal that will be helpful to the intermodal sector.

Looking across at the west coast in the Pilbara, BHPB and Rio Tinto have the ideal operating model of being able to control all aspects of their supply chains.

Would there be value in having a single entity controlling both the intermodal rail network and the major intermodal terminals on a common user basis? It is believed most objective observers would say “yes”, but there is simply too much water under that bridge for this to be a realistic scenario.

The next lesson is much more relevant and useful though. The east coast coal rail networks and coal ports service multiple miners, and over the past 10 to 15 years there has been a broad recognition of the value in working together and cooperating in the achievement of improved supply chain outcomes for the betterment of all. The Hunter Valley Coal Chain Coordinator organisation and the coal user groups for the Goonyella coal system and the Blackwater/Moura coal systems are good initiatives that establish business rules for supply chain operation and focus on system wide initiatives that enhance performance.

There is high visibility of performance across these supply chains.

Operationally for intermodal, ARTC is coordinating operations on a current and near-term basis.

Strategically though, there is a much broader group of organisations that need to work together to build the intermodal supply chains of the future. This encompasses both government and private sector organisations. Organisations such as Infrastructure Australia, ARTC, the terminal owners/operators, the train operators, the freight forwarders, the National Transport Commission, the Department of Transport & Regional Development and the relevant road authorities could form an Integrated Rail Freight Supply Chain Committee.

This group would have the objective of sharing information and working collaboratively to achieve a highly efficient freight rail supply chain along the east coast, with efficient linkages to the west coast and Northern Territory. There would be an objective to achieve alignment of thinking and some common goals.

Infrastructure master plans could be developed for the complete supply chain, ensuring that the timing of such investment was complimentary to overall supply chain performance.

This group could be informed by tools such as the modelling / simulation of the entire east coast freight supply chain (ie. rail network, terminals and road network) to confirm capacity and identify bottlenecks requiring investment and the required timing of such investment.

Rail’s advantages in removing heavy trucks off our roads and improving safety and environmental performance are well documented. Rail’s long-term efficiency will be greatly enhanced by initiatives such as the Inland Rail program of works, as well as through future automation initiatives. To achieve its full potential though, a heightened level of coordination and cooperation is required between government and private sector organisations to realise true intermodal supply chain synchronisation.

Rob McAlpine

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CHAPTER 5: ROAD

5

It must have been a momentous day in central Australia back in 1929 when the railway line was completed between Adelaide and Alice Springs and the first steam train rolled north via Marree and Oodnadatta.

Northern Territory

This was the beginning of a new era for remote central Australia when the area had been previously serviced by vehicle over rough bush tracks, and prior to that by the Afghan Cameleers who were the original supply chain operators back in the 1800s for some 50 years.

At that time the railway line had already been commenced in the late 1800s between Darwin and Katherine in the top end, and then eventually further south to Larrimah, some 450 kilometres south of Darwin.

On the arrival of the Alice Springs railway, a company operated by a group of local businessmen, and called Co-ordinated Road Rail Service (Co-Ord) was established to move goods north of ‘’the Alice” to various points, including Larrimah where freight was again transferred back on to the railway for the final part of the journey to Darwin.

During the 1960s, Darwin relied heavily on the Western Australia State Shipping Service as it provided a regular sea journey between Perth and Darwin.

This was particularly critical during the wet season when roads often became impassable due to the monsoonal rain.

The road/rail method of supply chain logistics was continued through until 1976 when the railway’s main customer, the Top End’s Frances Creek Iron Ore mine failed, and the line was no longer viable, and hence it closed having never made a profit since its inception.

During this early period some of the notable people that contributed to the development of the Northern Territory supply chain were: • Kurt Johannsen, who pioneered the transport of cattle from remote cattle stations to the rail head in Alice Springs. Mr Johannsen was also an accomplished Aviator and has documented his experiences, and some of his old vehicles can now be found at the National Road Transport Hall of Fame in Alice Springs; • Len Tuit was one of the early pioneers of Tourism between Alice Spring and Ayers Rock before there was an established bitumen road between the two locations.

• The Kittle family are well known in the Northern Territory, and were also noted not only for freight services but also a passenger service in the early years. Passengers were required to ride on the back of the truck, and probably had to breathe bulldust for most of the journey up the track. No doubt a cool beer was welcome along the way at one of the many roadside pubs.

• Noel Buntine was known for his contribution, initially as a cattle carrier (Buntine Roadways), and later hauling general freight, and also became involved with Co-Ord; • Dave Baldock hauled ore between Tennant Creek and the Alice Springs rail terminal with 40 tonne payloads per trailer. Something of the norm back then and the heavy bags of ore were man-handled on and off at each end; • Ted Styles was the founder of Outback Transport running between Mt Isa, Darwin and Alice Springs. Ted started with British Fodens and later American trucks were introduced into the fleet as the US vehicles had more horsepower than the earlier British trucks; • The Engineer, DD Smith, is generally remembered as a pioneer in the development of the NT road network, as well as being a visionary of some note;

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CHAPTER 5: ROAD

Victoria Seminar “B-Doubles the Challenge Ahead”.

1989 ST Kilda

Many others contributed along the way of course, including some of whose names are now included in the main Northern Territory highway system, and placed at heavy vehicle parking bays, so their names live on.

When World War II broke out in 1940, the road between Alice Springs and Darwin was eventually upgraded to a bitumen surface thanks to the co-operation of some Australian state authorities to complete the effort.

Hence, after World War II the trip between Alice Springs and Darwin was made more comfortable for those riding on the back of a truck, however the dirt track still remained between Port Augusta and Alice Springs until 1976, when it was sealed as far south as Kulgera on the SA/NT border, with the rest of it completed all the way in 1980. This coincided with the arrival of a new rail line from Tarcoola on the Perth to Adelaide rail line to Kulgera where a temporary railhead was established. The rail was eventually completed from Kulgera through to Alice Springs, and the temporary transfer station removed. The reason for re-routing the railway was to minimise the number of constant derailments and stoppages caused by washouts during rainy periods.

B-Doubles were a massive step forward in both Road safety and productivity. First trialled in Australia in 1985/86. By 1988 there were some 70 B-Doubles operating on limited routes under trial conditions. The restrictions to the wider introduction spanned reasons of rail protectionism, safety and infrastructure politics.

In April 1989, the Chartered Institute of Transport convened a major seminar presenting all sides of the argument. There were over 120 attendees with presentations by the Minister Jim Kennan, Justin Gamble, Peter Rocke, Ron Finemore and Peter Sanderson to name just a few of the influential speakers. The seminar was a very notable event as it was one of the catalysts for breaking down the barrier to B-Double introduction in Australia. By 2014 Australia had 17,018 operation B-Doubles.

In the early 1980s, the windy Stuart Highway between Katherine and Darwin (about 320 kilometres) was realigned, making it possible for what was previously a road restricted to a semi-trailer with one trailer behind (double) was opened up to triples. Hence the transit times were further reduced by allowing direct truck deliveries to Darwin.

As the supply chain was improved and became more reliable, Darwin companies found that they didn’t have to carry large inventories of stock anymore, hence reducing their warehouse stock cost, and allowing them to become more competitive.

The railway from Alice Springs through to Darwin was completed in 2004 with the result that a large number of trucks no longer used the Stuart Highway between the two cities, and the loss, particularly in Alice Springs, of an estimated 500 direct and associated jobs.

The Northern Territory today has a regular train service as well as a highly efficient road transport service.

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CHAPTER 5: ROAD

Award-winning vehicle transport innovation made possible October 2015 - PrixCar scoop Best Application of Technology award from AFIA

Melbourne, Australia – 09 October, 2015 –PrixCar, Australia’s leading car transport specialist has been awarded ‘Best Application of Technology’ at the Australian Freight Industry Awards.

The company received the plaudit for its PTXchange solution; a widget that means manufacturers, dealerships, auction houses, and other businesses can offer customers instant car transportation quotes online without the customer leaving their website.

The PTXchange solution is made possible by the use of Zebra Technologies powerful mobile computers, which capture data on vehicle deliveries at every stage of the journey.

PrixCar will soon be updating and expanding their nationwide fleet of 780 mobile devices with Zebra’s rugged TC75 handheld computers.

The Australian Freight Industry awards are presented by the Victorian Transport Association.

Patrick Kashani, National IT Manager, PrixCar: “PTXchange brings the order in and the rest of the process is handled by Zebra mobile devices. From vehicle collection, to inspection and transportation, a survey is conducted almost instantly and accurately.

At PrixCar, we take a signature on screen for new customers, while existing customers can use their pin number to verify delivery. Zebra’s mobile devices are fast and accurate giving our customers an insight to the entire process.

Moreover, when we work at facilities not owned by Prixcar, this process is still possible with or without infrastructure in place. In this industry we have to be innovative – it’s the only way we can stay ahead.”

David Arkles, General Manager, Zebra Technologies ANZ: “Zebra has a rich heritage of innovation and we are very pleased to have helped Prixcar achieve this accolade.

Congratulations to Patrick and the team!

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Zebra’s wide portfolio of innovative solutions provides our customers with the tools they need to operate quickly, reliably, and effectively in the moments that matter.”

As well as PTXchange, PrixCar provides vehicle transport and processing for Australia’s automotive manufacturers, importers, and distributors.

PrixCar records the delivery of imported cars in Australia, issues an Australian Compliance Label, and ensures safe delivery of vehicles to dealerships nationwide. At every stage, surveys are conducted on each vehicle, and the customer is notified on estimated arrival times and provided with photographs of any anomalies via an online portal. This is made possible by Zebra handheld computers with scanning and image capture capabilities.

About PrixCar Formed in 1988, PrixCar Services Pty Ltd specifically services the varying and unique requirements of the Motor Vehicle Importers into Australia on a nationwide basis. PrixCar continues to develop, supported by both information technology and world-class facilities to meet an ever-changing and growing market segment. For more information, visit http://ptxchange.com.au/

About Zebra Technologies Zebra (NASDAQ: ZBRA) makes businesses as smart and connected as the world we live in. Zebra tracking and visibility solutions transform the physical to digital, creating the data streams enterprises need to simplify operations, know more about their businesses, and empower their mobile workforces.

For more information, visit www.zebra.com.

CHAPTER 5: ROAD

Passenger Transport (Road)

Congratulations to John Usher OAM FCILT – Awarded the Medal of the Order of Australia January 2015 In 2015 CILTA congratulated John Usher OAM FCILT on being awarded an Order of Australia at the Australia Day celebrations in 2015.

John has been “on the buses” for almost as long as he can remember, his parents having purchased the Croydon (Victoria) Bus Service in 1947.

After a short period teaching, John joined the family business in 1964, and on the death of his father in 1968, become Managing Director. During the next 33 years, Croydon Bus, trading as “Invicta”, with the help of a dedicated staff, grew from a 20 bus fleet to operating more than 80 buses in the eastern suburbs of Melbourne, latterly under contract the Victorian Government through the then Department of Infrastructure.

Invicta introduced several firsts into bus operation in the Melbourne area, including “TeleBus”® demand responsive services, radio communication with buses, and the first articulated bus and low-floor midi-buses to operate in Melbourne. John’s first venture in Tasmania was the 1985 purchase of Morse’s Bus Service, Devonport. He has been continually involved in the Tasmanian bus industry since that time.

At the end of June 2001 John accepted a Management Buyout from the senior management at Invicta, and now concentrates his bus interests (as a Director) in the Tasmanian operations of TassieLink Transit, which operates route bus services from country areas of Tasmania into both Hobart and Launceston under contract to the Department of State Development.

Previous achievements of this business (as Tasmanian Wilderness Travel) and its staff include several Tasmanian Tourism Awards, which culminated in the acceptance of the business into the Tasmanian Tourism “Hall of Fame”.

John has a Bachelor of Business degree, is a Churchill Fellow (studying the supply and contracting of outer suburban bus services), and is a Fellow of the Chartered Institute of Logistics and Transport. He is a Life Member and Past President of the Bus Association Victoria, and a Past President of the Australian Bus and Coach Association (now Bus Industry Confederation), and over the years has represented the bus and coach industry in many and varied negotiations with respective Victorian and Tasmanian transport departments.

He has consulted in Australia and New Zealand on bus operations.

John has also served as an industry representative on many government committees at both State and Federal levels. He has presented/published numerous papers on public transport policy and operation, both in Australia and overseas. In 2007 he gained the Bus Industry Confederation Award for “Outstanding Contribution to the Industry”.

Other past appointments and activities reflecting other interests have been as Officer Commanding, Camberwell Grammar School Cadet Unit, President of the Gilbert and Sullivan Society of Victoria, President of the Sunbeam Car Club of Victoria, membership of several church choirs, and taking principal parts with the G&S and other musical societies. John has five children, three with partners, and one very special granddaughter. His hobbies include singing, model railways and classic cars.

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Shipping 1989 - 1999 26 October 1989 National Council meeting held in Devonport, Tasmania. As a result of the ongoing airline pilot’s dispute, many of the delegates travelled across Bass Strait on the “Abel Tasman”, captained by one of our members, Captain Kevin Fleming.

September/October 1999 CITIA News carried an article on Sydney Ferries and Buses, indicating three Super-Cat catamarans would be in service in time for the 2000 Olympics and that 150 new buses to operate on Compressed Natural Gas had been ordered.

1989

1998

1999

November/December 1999 CITIA News carried an interesting article on proposed redevelopment of the former BHP Steelworks site into a multipurpose terminal to complement existing Port facilities at the Port of Newcastle.

January 1998 An interesting contribution to the archives is a copy of the 1997 Review by the International Cargo Handling Co-ordination Association with two articles on the Australasian area featuring the Coal, Grain and Iron Ore supply chains at various Australian Ports and Growth at the Port of Melbourne. Around this time a major industrial dispute was being waged on the waterfront as Patricks Stevedoring attempted to replace its unionised workforce with casual contractors at reduced rates of pay and more restrictive working conditions, due to allegations of illegal activity, fraud, grafting and bully tactics by the union workers.

Following lockouts and Federal Court and High Court Action, a new work agreement was reached in June 1998 which afforded Patricks workplace arrangements more favourable to the Company and specified a near halving of the permanent workforce previously used.

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Providing safe, efficient and sustainable world-class port and marine services on our harbour

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MEMBERSHIP

Air 1935-1999 1935 - 1956 The above developments and various postwar events (such as protracted industrial disputes in the rail and coal mining industries, the establishment of the two airline policy, growth in Interstate Road Haulage following the 1954 Hughes and Vale Privy Council decision) spanning the years 1935-1956 lead to the establishment of further branches as listed below and the mushrooming of a considerable body of knowledge resulting from the networking undertaken and the rapid improvements in communications provided by international air traffic growth.

South Australia June/July 1985 Industry had been falling behind Standards in other areas of Industry and Society, particularly as generational change in Industry manpower was taking place. He called for greater involvement by Institute Sections and the Transport Industries Advisory Council to raise Standards.

Also of interest in this pre-9/11 era is a paper on The Use of National Transport Resources in Defence Emergencies by retired Air Commodore K.W.Skillicorn. One wonders what the good Commodore would say in the current uncertain times.

Western Australia (Established November 1955) The State of Western Australia.

1935

1952

1955

Queensland (Established 2 September 1952) That area of Queensland south from 22 degrees south latitude to the borders of South Australia and New South Wales less those areas allocated to Gold Coast and Northern Rivers.

South Australia (Established 1 October 1961) The State of South Australia.

1956

1957

Northern New South Wales (Hunter) (Established 1 July 1957) The City of greater Newcastle south to Wyong, inland to Gulgong and north to the Queensland border, thus including the New England and less that allocated to Gold Coast and Northern Rivers region.

1988 South Australia The Bicentennial Celebrations during 1988 had a significant involvement by Transport related activities, including the First Fleet re-enactment voyage in Sydney Harbour by a number of International Tall Ships, an airshow at RAAF Richmond, the Trans Australia hot air balloon race, the nationwide tour of the Australian Bicentennial Exhibition, painting in green/gold livery of a number of railway locomotives, the Aus Steam ’88 display of locomotives, historic trams and road vehicles in Melbourne and the nationwide rail journeys of the “Flying Scotsman” locomotive during its historic 1988-89 visit downunder.

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1961

MEMBERSHIP

South Australia March/April 1999 CITIA News contained an in depth article by Eric Allen, courtesy of Australian Aviation Magazine, outlining developments at Sydney Airport in preparation for the 2000 Olympic Games, including road and rail access infrastructure improvements. Also reported in the same issue was the initiative of the Victorian Section in providing an information stand at the International Airshow at Avalon during February, an obituary to the founder of McCafferty coachlines, Jack McCafferty OAM who passed at age 84, and a review of a new edition of The Australian Boating Manual.

South Australia August/October 1989 Major upheaval in the airline industry as 1647 pilots resign From their union following the union’s refusal to negotiate wage claim within national wage-fixing guidelines and they strike for better pay and conditions. Many leave for position overseas. Those remaining choose another union to represent them.

South Australia 1 December 1990 Compass Airlines commenced services in response to deregulation of the airline industry. Unfortunately it became a victim of the decline in air fares as well as the onset of arecession, pausing operations between December 1991 until relaunch in August 1992, finally collapsing in March 1993.

1985

1988

1989

South Australia 30 October 1990 Deregulation of the Domestic Airline Industry began. This brought an end to the Two Airline Policy which had been under challenge since 1985 by East-West Airlines and opened the door for further competition, lowering of fares, increased patronage and improvements to the quality of services.

South Australia 26 February 1997 The newly formed Riverina-Murray Group held its first dinner meeting in Wagga Wagga, including a tour of Kendall Airlines new maintenance facility at Forest Hill.

1990

1997

1999

South Australia September 1997 An important book contribution “An Introduction to Air Transport” by Simon Hutcheson MCIT becomes available.

South Australia 3-5 November 1999 Sydney hosted the biennial AusRAIL Conference in the lead up to the 2000 Olympics, showcasing the newly opened Olympic Park Rail Loop, the Airport Railway and addressing the future role of rail.

South Australia 4-5 November 1999 A Conference on Aviation Safety in the New Millennium was held in Canberra. Little did the attendees know how turbulent that the next few years would be in the domestic and international aviation industry. Virgin Australia Airlines was established in November 1999 as Virgin Blue and commenced operations in August 2000 with seven return flights a day between Brisbane and Sydney using two Boeing 737-400 aircraft. In February 2000, Air New Zealand acquired full ownership of Ansett Australia. Around this time, the Australian Government changed the rules to allow foreign airlines to fly domestic routes. Competition from Qantas, Impulse and Virgin created major problems for Ansett’s viability over the following eighteen months, resulting in it being placed into administration on 12th September 2001. Ironically, this was one day after four aircraft were hijacked by terrorists in North America. Two were deliberately crashed into the World Trade Centre.

Twin Towers in New York, a third into the Pentagon building in Washington DC and the fourth plunged into the ground in Pennsylvania. Virgin suddenly found itself catapulted to the position of Australia’s second Airline and grew to directly serve 29 cities in Australia from hubs in Brisbane, Sydney and Melbourne.

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Rail 1935-2000 New South Wales (Established 18 January 1935) The whole of the State of New South Wales less those areas since allocated to the Sections of Northern NSW, ACT and Southern NSW, and Gold Coast and Northern Rivers.

New South Wales 21 August 1991 A significant Industry Commission Report on Rail Transport is released. This is to lead to major reform in the Rail Industry beginning with the establishment of a National Rail Corporation to take over the operation of Interstate Freight Services in 1993.

New South Wales 5 August 1949 Mr Les ASchumer called a meeting of nine corporate members, four graduates and one student with a view to forming a Victorian Section and widening Industry and Public awareness of the Institute and its objectives. Sponsorship for the new Section was sought and gained from Yellow Express and Victorian Railways

1935

1949

New South Wales 29 March 1935 First Section in Australia formed in New South Wales, only fourteen and a quarter years after the parent Institute of Transport was established in London (3 Nov.1919).

This started out as a Study Group in Sydney to assist a dedicated collection of railway men (inspired by then Commissioner Hartigan) to study for the Institute’s Professional Examination.

1981

1991

1995

New South Wales 26 January 1981 The first stage of the Melbourne Underground Rail Loop opened.

New South Wales June 1995 Completion of the Adelaide to Melbourne Rail Standard Gauge Conversion. Commemorative “Indian Pacific” ran from Perth to Brisbane via Melbourne over a 6 day period. In the opposite direction a freight train operated by National Rail Corporation liveried locomotives crossed the “Indian Pacific” in Melbourne on Sunday 4th June and departed after a speech by then Prime Minister Paul Keating, who signaled further rail reform through creation of a Rail Track Corporation to take charge of development and maintenance of the key interstate rail network.

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New South Wales 28 March 1996 The Philip Henman Overseas Lecture was delivered in London by Mr Ted W.A.Butcher AM Australian National Chairman, the subject being “Rail’s Role in Australia”.

New South Wales 24 November 1997 The first trains operated on the Olympic Park Rail Loop, constructed as part of the Infrastructure preparation for the 2000 Olympic Games in Sydney.

1996

1997

New South Wales 31 October 1997 The Federal Government initiated the privatisation of Australian National Rail. Mainland freight operations not already controlled by the National Rail Corporation were taken over by Genesee and Wyoming Inc. Consortium (US based GWI and Australian Clyde Engineering and Transfield) Tasmanian Operations went to Australian Transport Network (jointly controlled by US Based Wisconsin Central and TranzRail New Zealand from 15 November 1997.

Mainland Passenger Operations remained with AN Rail until take over by Great Southern Rail on 7 November 1998.

New South Wales 2000 The 2000 Australian Transport Review contained a wide range of articles on developments within all transport modes and alliances with defence logistics, training, technology, energy conservation and environment interests and messages from the various State and Territory Transport Ministers. Of particular interest were articles on planning for the 2000 Sydney Olympic Games, the use of virtual reality software in driver training, a review of productivity benefits to users arising from waterfront reform, privatisation within the rail industry, a full reprint of Dr. Derek Scrafton’s vision for Australian transport in the 21st Century (referred to above-10 August 1999), online training and e-commerce developments and renewable energy markets. This review, as well as being available to members and relevant government agencies, was clearly targeted towards overseas members and visitors to Sydney for the Olympic Games to outline the state of play within transport and logistics within Australia.

1999

2000

New South Wales 10 August 1999 Dr. Derek Scrafton FCIT delivered the William Fraser Commemorative Address entitled “The Way Ahead, Australian Transport in the 21st Century” in the former Senate Chamber of Old Parliament House, Canberra to 120 members and guests. The address reflected on events of the 20th Century and projected thoughts on what the future might hold, touching on issues such as increased private sector involvement in transport, particularly rail, the need for better political leadership and strategic planning, alternative fuels and technology, increased leisure time and the dangers of ignoring the environment and social equity.

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Transport 1939-1985 1939-1945 World War 2 raised greater awareness of the importance of Transport and Logistics to successful military and defence outcomes.

1945-1949 The aftermath of World War 2 raised a significant number of issues for Australian Transport and Logistics, not the least of which was the serious rundown of Infrastructure, skilled labour shortages, industrial issues arising from immigration of displaced persons and their cultural/political ideas and State/ Federal Government relations over Transport Policy Issues.

Victoria (Established 28 October 1949)

1939

1945

1949

Victoria 28 October 1949 Victorian Section established – luncheon at the Victoria Palace–120 guests from all sections of Transport and associated activities attended. Les Schumer addressed the assembly outlining the objectives of the Institute and the hopes of those taking up the initiative to form the Victorian Section.

1953

1956

Victoria 1956 Material for this course was drawn from existing business subjects and was also supplied from the Department of Technical Education and the Australian Institute of Political Science, which published a series of papers on Transport Issues entitled “Australian Transport Crisis” in 1956.

Victoria 1953 Collaboration between Mr.L.A.Schumer, Professor G.L.Wood (Commerce at Melbourne University) and Mr.H.Harvey (School of Management at Melbourne Technical College – now R.M.I.T. University) lead to the establishment of a formal Education in Transport Course at Melbourne Technical College in 1953 and to the first edition of Schumer’s “Elements of Transport” (this writer has a third edition – 1968 – in his professional library), which draws upon already established principles, applying them to the Australian Context.

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Victoria 10 July 1972 National Council established to coordinate activities. The establishment of the National Council in 1972 strengthened ties with the parent Institute in London as well as providing a wider exchange of ideas and knowledge. A major distraction for all sectors of the Transport and Distribution Industries at this time was the October 1973 International Oil Crisis.

During 1974, a Degree Course in Transport Economics was launched at R.M.I.T.

Victoria 1965 The initial course was further developed into a formal Certificate of Transport Administration and launched at R.M.I.T.

Victoria 2 April 1979 The Razorback Mountain Truck Blockade commenced over the issue of road maintenance taxes eroding the viability of owner-driver truck operators. It lasted nine days and forced recognition in the community of the importance of road transport to the economy.

Victoria 11 March 1968 First Philip Henman Overseas Lecture in London, our first major event with the parent institute. Mr J.M.Collins of Sydney gave an excellent presentation on the Transport Scene in Australia of the late 1960s.

1965

1968

Victoria 12 March 1971 Grant of Supplemental Charter to upgrade Institute Title to “Chartered Institute of Transport”. Around this time a Transport Stream was included in R.M.I.T.’s Diploma of Business Studies.

1971

1972

1979

1985

Victoria June/July 1985 50th Anniversary of the Institute (by now known as The Chartered Institute of Transport in Australia) is celebrated with a commemorative issue of Australian Transport Magazine. Beyond the pure Transport and Distribution Industries, a wider appreciation of other factors in Logistics leading towards the 21st Century label of Supply Chain Management became embryonic. The National Council introduced an award for the most successful Student in the Graduate Diploma in Transport and Distribution. The International Situation was aggravated by the Stock Market Crash of 19 October 1987.

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Transport 1988-2001 Victoria May 1988 Australian Transport Magazine upgraded and relaunched to provide a better standard of communication with members, expanding content and raising the level of debate on timely issues in all modes and providing listings of conferences, events and professional papers.

Victoria January 1989 The “Australian Transport” magazine renamed to include “Distribution Management” in its title, reflecting the wider importance of Logistics to the Institute. Of note is the fact that the magazine is self-supporting through advertising revenue from industry participants.

1988

1989

1991

Victoria 7 March 1991 The International Council met in Adelaide concurrent with a National Council Meeting, a South Australian Seminar “Advance Australia-Where?” and an address by the International President on Transport Systems in Ireland. A Study Group from CIT Malaysia also attended.

Victoria 23-25 May 1989 A National Transport Conference on the theme “Transport for the Users” was held in Melbourne in conjunction with the Institution of Engineers and the Institute of Transportation Engineers. Forty-nine (49) papers on various issues were published.

Victoria 16 October 1997 The William Fraser Commemorative Address is given in Newcastle by Mr Paul Little, Managing Director of Toll Transport as Newcastle celebrates its bicentennial year. The following day, the National Council discussed forward strategy and vision and the relationship of the Chartered Institute with the wider Logistics Industry.

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Victoria June 1994 The CITIA Senior Management Development Program for the Transport Industry establishes a link with Monash University through creation of The Monash Mt.Eliza Business School, formerly operated under the auspices of the Australian Institute of Management.

Victoria December 1994 The National Transport Planning Taskforce report is released.

Victoria November 1992 Major Reforms to Public Transport and Infrastructure signalled in Victoria, some of which are enacted immediately with others to come in August 1993.

1992

1994

1995

Victoria 24 August 1995 Launch by the Victorian Section of The Young Transport Professional Group. This was recognised as a significant development, enabling Younger Institute Members and Student Members a means of networking with more Senior Members and Industry Professionals and appealing to potential younger members aiming to develop careers in Transport and Distribution.

Victoria 29 September 1995 Professor Fred Hilmer gave the William Fraser Commemorative Address on the implications of the recently adopted National Competition Policy for the Transport Industry in Sydney. It is noteworthy that Virgin Atlantic opened an office in Sydney this month.

Victoria 15-17 September 1997 Joint Conference by the Chartered Institute, the Institution of Engineers Australia and the Australian Institute of Traffic Planning and Management in Sydney “The Transport Challenge 2000 and Beyond”. This was seen as a preview to the challenges facing the planners, managers and operators of Sydney’s transport services during the 2000 Olympic Games.

TIMELINE

Victoria March 1996 The First Annual Australian Transport Review is released to the Membership and receives wide acclaim. Many on National Council and within the various Sections felt there was a need for such a journal as the original magazine covering Chartered Institute News as well as topical articles from within industry had lapsed in March 1992. Chartered Institute News was covered through an internal newsletter to members from early 1994, but did not fully embrace transport and distribution industry developments.

Victoria February 1998 National Council met in Adelaide over two days to discuss the strategic planning document and made a series of decisions to provide, in close liaison with other professional bodies, more timely and relevant input to government at Federal and State levels on matters of Transport Policy.

The 1998 Australian Transport Review reflected the National Council’s intent for closer relationship with the International Institute through.

Victoria 8-10 September 1999 A National Freight Congress and Transport Expo was held in Melbourne.

Victoria 27 May 1996 Mr Bill J.Kingsley of the Victorian Section Committee leads the first of many excursions of his newly developed Passenger Transport Group on a Tour of the Volgren Coach Construction Factory in Dandenong. Bill formed the Group as a vehicle for engaging the Transport Enthusiast Groups with the Professional Institute and this extended to his involvement with Engineers Australia and as a Lecturer in Civil Engineering at the Footscray Campus of Victoria University.

Victoria 25 November 1999 National President Tony Middleton enclosed a separate letter to members with the 2000 Australian Transport Review, outlining a three point mission statement for the future focus of the Chartered Institute in Australia aimed at generating further discussion amongst members and embracing a reach to attract membership from the wider supply chain industry.

Victoria 2-3 October 1996 National Conference “Transport and Communications into the Future” held in Melbourne.

1996

1997

1998

Victoria 15 August 1999 The first stage of Melbourne’s Citylink, connecting the Tullamarine Freeway to the Westgate Freeway, allowing heavy traffic to bypass west of the CBD is opened. Later stages (Exhibition Street Extension and the Southern Link, with tunnels between South Melbourne and Burnley) were to open in October 1999 and December 2000.

Victoria 15-30 September 2000 The Olympic Games and Para-Olympic Games were held in Sydney and were declared a big success in terms of transport and logistics input. They were universally acclaimed as “The friendly games”.

Victoria October 2000 The International Council met in Birmingham and agreed that the Institute should be rebranded as the Chartered Institute of Logistics and Transport (CILT). Constitutional requirements dictated a referendum on the proposed name change by CIT members of the Chartered Grades and arrangements for this would take place with a view to announcing approval at the end of March 2001.

1999

2000

2001

Victoria 23-29 March 2001 The International Council met in Sri Lanka and ratified the decision on rebranding.

Henceforth, within Australia, the Institute would be known as the Chartered Institute of Logistics and Transport Australia.

Victoria January/February 2000 CITIA News reported on an October 1999 address to the NSW Section

by Rob O’Byrne, Operations Director of Logistics Bureau, reminding members that the transport industry is but one cog in the overall supply chain network. It also reported on the takeover of a significant part of the non-government bus industry in Sydney by the British based National Express Group.

Victoria September/October 2000 IIn CITIA News, newly elected National Chairman Clive Barrett reported on moves to reposition and rebrand CITIA to provide improved communications and events to existing members and arrest the decline in membership.

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Education 1971-1990 1971 - Royal Charters As one of only five professional associations operating in Australia as a Chartered body, copies of our two Charters, November 1926 and the Supplemental Charter of March 1971 are included as Annexure to this Chapter for reference. Collins’ presentation aroused significant interest in addressing some of the issues raised and the Victorian Section, in particular, arranged a number of seminars in the 1969-1972 period dealing with how to set investment priorities, improving productivity, urban access and movement, customer service and industrial relations. During this period, efforts were being made to gain autonomy from the parent Institute, to coordinate Australian State Section Activities by construction of a Constitution and Rules to establish an Australian Council and advance educational standards to Diploma and Degree levels.

15 October 1974 ACT/South East NSW Section established.

1971

1974

ACT & Southern NSW (Established October 1974) In addition to the Australian Capital Territory, this Section’s area extends to the coastline, south of Nowra but North of Jervis Bay, to the Victorian border and inland along that border to the Hume Highway thence to Goulburn and the coast north of Jervis Bay.

Tasmania (Established 15 April 1975) The State of Tasmania and the islands of Bass Strait.

1975

Northern Territory 9 February 1981 First National Secretariat established in Canberra under Mr Colin Dennett, former Assistant Commissioner in the Trade Practices Commission. This was an important move that strengthened networks between the Institute Membership and Government, with associated trickle down links within Industry.

Northern Territory 5 March 1983 The Fraser Government is replaced by a Labor Government led by Mr Bob Hawke.

1981

1983

Northern Territory 14 November 1981 The first William Fraser Commemorative Address was given by Mr Bruce Redpath of Mayne Nickless Ltd. at the Annual General Meeting.

Tasmania 11 November 1975 Dismissal of the Whitlam Labor Government by Sir John Kerr, the then GovernorGeneral. Australia had entered recession and faced high inflation during the last two years of the Whitlam Government and that Government had tried to secure $US4 billion loan outside the formal guidelines of the Loan Council. It was caught out by the Fraser/Anthony Coalition Opposition. When the Coalition won Government in December 1975, Prime Minister Malcolm Fraser maintained that reducing inflation should take priority over reducing unemployment and sought to stimulate the economy by providing businesses with an investment allowance and reduced taxes while at the same time cutting expenditure on a range of Government services. Considerable discontent within the Australian community occurred over the following years as a result. Inflation continued to erode the real worth of incomes and cost cutting exercises within industry conflicted with trade union demands for wage growth and better working conditions.

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Northern Territory 4 June 1984 North Queensland established.

Northern Territory 1 October 1989 The International Council of CIT is formed with Mr Paul Conlon (FCIT) from the Republic of Ireland as its first President. Mr Alan W.Hibble, National President, is the Australian delegate.

Section

Northern Territory (Established 7 November 1990) The Northern Territory of Australia and the Kimberley region of WA. North Queensland (Established 4 June 1984) That area of Queensland north of 22 degrees south latitude.

1984

1988

Northern Territory 14 May 1984 The National Office transferred to Sydney with Mr K.L. Duncan as National Secretary.

1989

1990

Northern Territory 7 November 1990 Northern Territory Section formally raised to Section status following its tenfold growth since the initial meeting of interested members on 25th August 1988.

Northern Territory 20 June 1988 The parent Institute Council meets in Singapore, determines that a fully International Institute is necessary.

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Education 1991-2000 Northern Territory 14 October 1991 Australian Council President Mr Alan W.Hibble appointed International President of the Institute.

Northern Territory 11 October 1993 HRH The Princess Royal appointed International President of the Institute and enthusiastically embraces the role.

1991

1993

Northern Territory 22 November 1991 Wollongong Section established following initial subgrouping from the NSW Section. In June 1989. 20 December 1991 Paul Keating replaces Bob Hawke as Leader of the Labor Party and becomes Prime Minister.

Northern Territory 25 October 1996 The first AGM of the newly formed Gold Coast/Northern Rivers Group was held in Surfers Paradise.

Northern Territory 1 October 1994 South West Victoria Section formally established from the Geelong and Region Group.

1994

1996

Northern Territory 10 February 1996 A meeting of 52 members from the NSW Section determined that a Blue Mountains Group should be raised.

Northern Territory 11 March 1996 The Keating Labor Government is defeated at the Federal Election and is replaced by a Liberal/National Coalition led by John Howard.

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Northern Territory 14 November 1996 Reflecting the wider educational and situational awareness required of modern business management in all types of enterprise, the Victorian Section Vice-Chairman Ms Laura Casteel gave a presentation “How to Optimise the Enterprise” to the Section’s Annual General Meeting.

Northern Territory 2000 Attracting young graduates and members was seen to be vital. CIT would focus on promoting professionalism and excellence through education, professional development, research and networking embracing the wider concepts of logistics and supply chain management.

Northern Territory January 1998 The need for increased levels of customer service in a time of increasing Cost pressures and the wider availability of relevant educational resources to better train existing and future stakeholders in the wider logistics industry was featured in articles and supporting advertisements within the Review.

1997

1998

Northern Territory 22 February 1997 Blue Mountains Group approved for upgrading to full Section Status. On the same day, at a National Council Meeting sponsored by the newly formed Gold Coast/Northern Rivers Group, Brigadier Geoff J. Christopherson AM FCIT was elected as National Chairman and urged the development of strategies to take the Chartered Institute into the 21st Century, including greater membership and involvement by the 25-35 age group. As a former Defence Fellow and Senior Lecturer in Marketing, Logistics and Property, he is well placed to widen the scope of Professional Development within the Institute. By July, two reviews became available.

1999

2000

Northern Territory January/February 1999 CITIA News contained an advertisement on the 1999 Effective Logistics Management Program being launched by the University of Western Sydney.

This was one form of training that could attract new members from industry participants in other disciplines and broaden awareness of wider logistics issues within the existing membership.

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TIMELINE

CILTA Membership 1998-2000 January 1998 A new book “Operating a Bus and Coach Business” by Ann Brewer and David Henscher became available and was reviewed in CITIA News.

March 2000 During March 2000, the International Council met in Darwin and took major steps towards future development, including relaunching CIT worldwide. Surveys in many countries indicated that CIT was no longer seen as dynamic or progressive and did not appear to attract young professionals. In the Australian Context this was reflected in that, of a national membership of 2200, there were less than 120 members younger than 30 years and only 150 women.

July/August 1998 Incoming National Chairman, Tony Middleton, expresses concern at declining membership, seemingly due to pressures on member’s time and the hectic pace of life and work.

1998

1999

5 November 1998 At a National Council Meeting in Launceston, ongoing concern about membership numbers plateauing and the need to retain existing members as well as gain new members was discussed, with consideration to attracting new members with lesser qualifications or experience at an Associate Member grade. Also on this day, the Gold Coast and Northern Rivers Section was established after gaining the membership numbers required. This Section had its beginnings as a formal group back in February 1997.

36 CILTA 2016

2000

26 October 1999 Mr Ted W.A.Butcher AM assumed the role of International Vice-President, vice Mr.P.B.Clarkson.

MEMBERSHIP

Member Profile: Jacques Roux (CMILT) CILT – A truly Global Organisation

Jacques started his affiliation with CILT back in South Africa as a student member, where he completed an honours degree in Logistics Management from the University of Johannesburg. He was selected for a graduate development program with ABI, Coca-Cola’s largest bottling company in Africa, now part of the SABMiller Group. While completing the GDP, he was part of a team that implemented a new mobile route accounting system, which allowed delivery drivers to adjust purchase quantities onsite, and print a clean, error free invoice.

He then spent a few years in an operational role as channel distribution manager, managing a team of drivers, crewmen and delivery vehicles to deliver to 30,000 customers each week.

It was a proud moment for Jacques when he was granted Chartered Member status with CILT:

Then in 2005, He was contacted by a then previous Coke manager for a position with another bottling company in the Kingdom of Saudi Arabia. Being the adventurous and ambitious type, Jacques jumped at the opportunity to take on an international role. As Shipping and Inventory manager at Aujan Industries, the largest family owned bottling company in the Middle East and now partly owned

by Coca-Cola, Jacques was responsible for the outbound primary road freight deliveries from both the Dubai and the Dammam production facilities, during a time of double-digit growth, to all branches across the Arabian peninsula, and global sea freight exports.

After nine years in the Middle East, Jacques and his family decided it was about time to move to literally ‘greener pastures’, so he was very happy to be given the opportunity to further strengthen and develop the contract logistics 3PL operations of Hellmann Australia.

Unfortunately there was no CILT presence on the ground in Saudi Arabia during those years, only in Dubai, so the first thing that Jacques did in 2008 when he moved to Dubai in the United Arab Emirates, after joining Hellmann Worldwide Logistics, was transfer his CILT membership to the UAE. As General Manager, Contract Logistics for the Middle East, Jacques primary responsibility was to manage and grow Hellmann’s 3PL warehousing operations, which he did very successfully, where he firstly implemented a warehouse management system and then brought on numerous large complex customers primarily in the auto spare parts, healthcare, chemical and military industries.

These companies generally required specialized hub solutions to cater to the demands of the Middle East region, resulting in significant market penetration, efficiency gains and overall supply chain cost reductions. With the success of Hellmann’s CL in the Middle East, Jacques established a CL Centre of Excellence in Dubai, and jointly held the position of Head of the CL competence center, which supports the Hellmann OMEA region (Oceania, Middle East and Africa).

He was then selected to take part in Hellmann’s 1st global International Logistics management (ILM) leadership development program, with only twenty ‘high potentials’ taking part in this award winning development program.

During this time, Jacques was a finalist for the CILT International Young Professional (YP) of the year award, and represented the CILT UAE YP’s and on the CILT YP International YP Committee as the Middle East and North Africa representative. He supported the agenda of the annual CILT International Convention in both Sri Lanka and Malaysia in consecutive years, where he talked about ‘demystifying warehousing’ and conducted a training session on Continuous Improvement (KAIZEN) for the International YP’s attending the conventions.

“I remember the phone call from the CILT UAE Chairman like it was yesterday, and when I opened the envelope and saw the certificate, I felt so proud to be a part of this prestigious institution,” said Jacques.

“Hellmann has a proud global tradition of providing exceptional service to our customers since 1871, but also here in Australia for the last 28 years, and I am truly happy to be a part of this exceptional team. I look forward to bringing all of my knowledge and experience gained with internationally to bear, and I am really excited about what the future holds for Hellmann.”

Hellmann has large dedicated contract logistics operations in all major centers across Australia, with a dedicated team of professionals that manage the national warehouse and distribution requirements of many large and complex companies mostly in the FMCG retail sector.

“Hellmann is able to provide an elegant End-to-End supply chain solution, from international import and export, brokerage, local and international warehouses including last mile delivery solutions into the big retailers with tight delivery windows and stringent compliance requirements. However, We are also talking to many industry-leading organisations in the fashion, auto spare parts, healthcare and chemical industries that also require a robust and intelligent logistics solution. Our CL solution is built upon our JDA Dispatcher Warehouse Management System, a ‘Best of Breed’ system that also manages core Distribution Management (DMS) tasks equally well’.

Jacques is slowly stepping back from CILT International commitments, but is starting to get more actively involved in local Australia CILT initiatives now that he is feeling more settled, starting with a webinar planned for CILT members in the coming months on KAIZEN and Continuous Improvement.

“I am really impressed with how well established CILT is in Australia – 80 years and the vast number of networking opportunities and events that are constantly happening. The online resources are excellent with a substantial archive of logistics and supply chain research material and resources, ideal for any life-long student in the transport, logistics, supply chain and procurement sectors.

Meeting many CILT Australian colleagues initially overseas, and now again has CILTA 2016 37

MEMBERSHIP

given me much comfort and made my settling in process to Australia much easier, since I have many friends already, so whenever I have any questions, there is always someone that can point me in the right direction.”

On behalf of CILT Australia, we welcome Jacques to Australia and wish him all the best for his career in Australia, and for proving that CILT is truly the ‘career partner of choice’ for many professionals in our industry, no matter where you find yourself in the world – almost!

ON SIXTY YEARS OF INVOLVEMENT WITH CILTA – Phil Clarkson

The Chartered Institute has always meant a great deal to me. Indeed it was by completing the four-year NSW Section sponsored Transport Administration Course and joining the NSW Section at age 17 in 1955, that did more than anything else to launch my career in transport and specifically with the family owned road freight business based in Sydney.

In those early days, by being a part of and participating in NSW Section affairs, that I met and befriended many transport executives from other transport modes. This not only broadened my mind but gave me a new and wide circle of friends some of whom I still see regularly today.

There are early memories of studying transport law, management, operations, finance, statistics and the like and simultaneously being exposed to knowledge from successful transport practitioners that I met and mixed with in NSW Section activities that gave me the competence and confidence to make better decisions in later transport life. Much of this knowledge remains with me today.

Having held almost every available office at section, national and international levels of the Institute, I am grateful for the privilege of having been able to serve in those varying capacities. It was an exciting and rewarding experience to be exposed to and work with colleagues from around the world.

In my initial years the NSW Section had many members still active whose service went back to the establishment of the section in 1935. Those men accepted me as an equal and willingly shared their time and knowledge with me. I recall these men having a strong sense of sound public responsibility and service which imbued with me with a business conduct model which I carried right through my transport career.

The Institute’s objectives may be expressed in many ways. One that always appealed to me was: ‘making the practical man a little more academic and making the academic a little more practical’. In many ways the Institute was able to achieve this with its mix of transport events: monthly lecture/dinner meetings, 38 CILTA 2016

seminars, technical visits, journals and circulation of meeting proceedings.

Always to offer something of value which could serve as a working tool for better transport management and education.

In the last few years there has been awareness by our political leaders that transport infrastructure has been largely underfunded over recent decades.

Development of all modal infrastructures has failed to keep pace with the proliferation of transport demand. I think it’s no longer possible to ‘build’ our way out of the problem. The solution lies in new infrastructure, which can only alleviate the problem together with better use of the existing facilities. The aims of the Institute were written over 90 years ago. In policies designed to support and improve the nation’s transport and economic potential the Institute’s raison d’etre is as relevant today as it was to the British WW1 generals who established the Institute in 1919.

Down the years I have found Institute members to be gracious, diligent and positive people for whom Institute membership and involvement had paid generous dividends. All were accommodating of my inquisitive nature and challenges posed by the writer were encouraged and nurtured.

Finally I want to thank the Institute for giving me personal and professional fulfilment and for believing and trusting in me when some of my company colleagues didn’t.

The Institute’s reputation and its future rely on its heritage and its ability to remain relevant and contemporary in today’s transport environment where change is the only constant factor.

I look forward to contributing to that future.

Phillip Clarkson Hon. FCILT Sydney September 2014

MEMBERSHIP

Sixty Years of Membership A Reflection...

The Chartered Institute has always meant a great deal to me. Indeed it was by completing the four-year NSW Section sponsored Transport Administration Course and joining the NSW Section at age 17 in 1955, that did more than anything else to launch my career in transport and specifically with the family owned road freight business based in Sydney.

In those early days, by being a part of and participating in NSW Section affairs, that I met and befriended many transport executives from other transport modes. This not only broadened my mind but also gave me a new and wide circle of friends some of whom I still see regularly today.

Always to offer something of value which could serve as a working tool for better transport management and education.

In the last few years there has been awareness by our political leaders that transport infrastructure has been largely underfunded over recent decades.

Development of all modal infrastructures has failed to keep pace with the proliferation of transport demand. I think it’s no longer possible to ‘build’ our way out of the problem. The solution lies in new infrastructure, which can only alleviate the problem together with better use of the existing facilities.

There are early memories of studying transport law, management, operations, finance, statistics and the like and simultaneously being exposed to knowledge from successful transport practitioners that I met and mixed with in NSW Section activities that gave me the competence and confidence to make better decisions in later transport life. Much of this knowledge remains with me today.

The aims of the Institute were written over 90 years ago. In policies designed to support and improve the nation’s transport and economic potential the Institute’s raison d’etre is as relevant today as it was to the British WW1 generals who established the Institute in 1919.

Having held almost every available office at section, national and international levels of the Institute, I am grateful for the privilege of having been able to serve in those varying capacities. It was an exciting and rewarding experience to be exposed to and work with colleagues from around the world.

Down the years I have found Institute members to be gracious, diligent and positive people for whom Institute membership and involvement had paid generous dividends. All were accommodating of my inquisitive nature and challenges posed by the writer were encouraged and nurtured.

In my initial years the NSW Section had many members still active whose service went back to the establishment of the section in 1935. Those men accepted me as an equal and willingly shared their time and knowledge with me. I recall these men having a strong sense of sound public responsibility and service, which imbued with me with a business conduct model, which I carried right through my transport career.

Finally I want to thank the Institute for giving me personal and professional fulfillment and for believing and trusting in me when some of my company colleagues didn’t.

The Institute’s objectives may be expressed in many ways. One that always appealed to me was: ‘making the practical man a little more academic and making the academic a little more practical’. In many ways the Institute was able to achieve this with its mix of transport events: monthly lecture/dinner meetings, seminars, technical visits, journals and circulation of meeting proceedings.

The Institute’s reputation and its future rely on its heritage and its ability to remain relevant and contemporary in today’s transport environment where change is the only constant factor.

I look forward to contributing to that future.

Phillip Clarkson Hon. FCILT Sydney

CILTA 2016 39

EDUCATION/DEVELOPMENT

The Centre for Continuing Professional Development In March 2016 CILT-Australia launched the new Centre for Continuing Professional Development (CCPD) (www.ciltapd.com.au).

The aim of the new centre is to significantly increase the availability of programs to enhance the Continuing Professional Development (CPD) of our members, especially through short courses, seminars, master classes, mentoring, webinars, as well as through recognized VET and certified Higher Education programs. At this time industry is seeking good quality, well focused CPD programs that are relevant to professional development but sit outside the VET and Higher Education sectors. The Centre will continue to focus on program expansion in the coming financial year.

The Professional Standings of Certified Professional Logistician / Certified Transport Planner and Certified Passenger Professional CILT-Australia with its partner the Supply Chain and Logistics Association Australia (SCLAA) offers the professional standing of Certified Professional Logistician to the industry. This professional standing is attained through verified management and operational experience and applicant qualifications. Over 200 industry experts have gained this professional standing since its inception. The professional standings of Certified Transport Planner and Certified Passenger Professional have also continued to attract a steady stream of applicants over the last year.

• How to keep Brain Fit for Work, Gillian Eadie, Managing Director, Memory Foundation • Performance Management and Terminations, Penny Brooke, Senior Associate, Piper Alderman

2015 • • • • • • • • • •

Webinars

Transport Law: Bills of Lading - John Livermore FCILT Building a ‘Safety Conscious’ Workforce - Jessica Paton MILT Why High Speed Rail is Viable in Australia - Matt McInnes MILT Logistics is the Future - Brendan Richards, Partner - Ferrier Hodgson CPL - What is it and why should I apply?

Tracing Ownership of Companies and Ethical Partnerships - Richard Dailly, Managing Director, South and Southeast Asia, Investigations and Disputes, Kroll Smarter Cities and Smarter Transport - Dr Ryan Falconer CMILT, Associate and Transport Strategist, Arup Drug & Alcohol - Implementing an Enforceable Policy, Tim Capelin, Piper Alderman Making Women Visible - Peta Irving CMILT How to Navigate a Crisis - Ted Williams, Partner, Piper Alderman & Graham Newton, Partner McGrathNicol The Value of Sustainability in the Supply Chain - Anita Househam, UN Global Compact

The CILT-A webinar series has been exceedingly popular in 2015/2016 with over 30 webinars being hosted for audiences of both members and non members.

•

2016

CILT-A’S National Education and Professional Development Committee

• The Use of Driver Assessments In Selection Of Staff, Steven Asnicar, CoR • Unfair Contract Terms: How the New Law Will Affect Your Business, Fleur Shaw-Jones and Nick Rimington, NRF • Managing Flexible Work - Practical and Legal Issues, Erin McCarthy, Piper Alderman • Delivering the Value of Partnering - Inspirational Leadership in Supply Chain, Stephen Hanman, Mira • Hired on IQ but EQ gets you promoted, demoted or removed, Stephen Hanman, Mira Companions • When the regulator calls..., Nicki Milionis & Andrew Riordan, NRF • CoR Management Plan, Andrew Watt, CoR • Warehousing 2020: Building a Smarter Warehouse, Wayne Harper, Zebra • Hired on IQ but EQ gets you promoted, demoted or removed, Stephen Hanman, Mira Companions • Introducing Ideas around Supply Chain [SC] 2020, Stephen Hanman, Mira Companions • Recording, Using and Publishing Private Conversations, Stephen Hughes, Piper Alderman • Workplace Investigations: Conduct, Implementation & Privilege, Stephen Hughes, Piper Alderman • The Dawn of the Autonomous Vehicle in Australia, Dave Maunsell, Accenture • Contractors vs Employees, Stephen Hughes, Partner, Piper Alderman • Unfair Contract Terms Law Nov Update, Dr Cyril Jankoff, Contract Risk Mitigator, The Risk Doctor 40 CILTA 2016

CILT-Australia’s National Education and Professional Development Committee has an on-going commitment to oversee CILT-A’s professional development functions and to build collaboration with a large range of Training Organizations, Technical and Private Institutes and Universities involved in the delivery of professional development for our members. CILT-Australia is not a Registered Training Organization but instead we facilitate high quality programs that we list on our training directory.

Considerable thanks is extended to the following individuals for all their time and efforts devoted to this PD committee over the past year: Assoc Prof Kim Hassall (Chairman) Peta Irving Wendy Hillman Alan Galt Dr Stephen Cahoon Dr Neville Binning Karyn Welsh Hanna Lucas Prof Phil Charles Dr Himanshu Shee Victor Gado Assoc Prof Russell Thompson

Committee members (2015/2016) Many thanks are also extended to Dr Stephen Cahoon, Dr Peter Tatham, and Peta Irving who form our CPL/CTP quality review panel; and John Duffy and Prof Phil Charles who form our CPP quality review panel who audit our CPL/CTP/CPP applications for compliance and recognition.

ROUND-UP

Alan R Howes (FCILT): Awarded a Churchill

CILT International Conferences

In 1974 his book “Improving Transport Management in Australia” was published by the Lowden Publishing Company. Alan’s book had a highly praising preface written by Sir Peter Abeles. Fellowship in 1973

Both conferences saw significant growth in the focal areas of Young Transport Professionals and Women in Transport and Logistics sectors.

The book outlined a major recommendation - that the Chartered Institute of Transport Australia and a new governmental body called the Advisory Committee on Australian Transport Education and Research was to be formed to monitor and direct the transport education and research programs nationally.

In 1976 the Churchill Fellowship Trust recognized that Alan’s book was the first commercialized report emerging from a Churchill Fellowship. In that same year a copy of the book was presented in Melbourne to Sir Robert Menzies, the then Patron of the Churchill Fellowship Trust. In Alan’s own word, “I spent over thirty minutes talking about his transport and political experiences and my military/family life, overseas travels, political opinions and my transport and military writings.” Even by 2016 Alan was still highly passionate about Transport Education in Australia.

The 2015/2016, two CILT International Conferences convened. In September 2015 Dubai hosted the International Conference and in May 2016 the conference was held in Montreal in Canada. The Dubai conference saw considerable support for the growth in several new chapters of the Institute including in the United Arab Emirates as well as the Peoples Republic of China branch being upgraded to becoming a Territorial Organisation.

The Montreal conference, which was the first held in North America saw the third Australian, Nhan Tran winning the International Young Transport Professional award. Nhan had been working for Bombardier before moving to Tesla. The 2015 award was won by Isabella Austin, a young UK e-retail logistician.

It is noteworthy that Australia has won the International Young Achiever of the year three times in the last four years. This is testimony to the quality of both the demand for young transport and freight professionals in Australia but also a reflection of the educational logistics and transport opportunities offered to future professionals in Australia.

CILTA 2016 41