Dematic automates John Dee's meat processing plant in Queensland with its shuttle-based solution
FACTORING IN FREIGHT
Prological's Peter Jones explains the intricacies of network design BHD expands spring water bottler's operations with racking and pallets
INCREASING STORAGE CAPACITY
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As we enter the fourth quarter of the year and gear up for what will inevitably be a bigger and busier 2024, we can see that the future will be powered by more advanced A.I.-fitted, algorithm-driven and automated solutions used to meet the need to economise, decarbonise, and save on time and labour inputs.
While the October edition of MHD has a strong focus on scheduling and automation, it also covers a broad range of topics including: a new sustainability offering from transformation consultancy, Argon & Co; Prological CEO Peter Jones’s reflections on the intricacies of network design; Combilift’s devanning capabilities with Tilling Timber; and GS1’s efforts to make temperature control management easier with its updated Scan4Transport temperature-encoded barcodes.
The Cover Story is – so to speak – a meaty one about Dematic automating beef processor and exporter John Dee’s Queensland-based facility, and is well worth the price of admission.
We also touch on automated goods-to-person workstations, eco-friendly pallets, the South West Sydney and South Sydney industrial markets, nimble picking robotic solutions, service and delivery operations, Prime Creative Media events coming in the new year, and much, much more.
Enjoy keeping abreast of the goings-on in the exciting yet complex and ever-changing industry of supply chain and logistics by reading this edition of MHD
Happy reading. See you next month.
ARTICLES
All articles submitted for publication become the property of the publisher. The Editor reserves the right to adjust any article to conform with the magazine format.
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While every effort has been made to ensure the accuracy of information Prime Creative Media will not accept responsibility for errors or omissions or for any consequences arising from reliance on information published. The opinions expressed in MHD are not necessarily the opinions of, or endorsed by the publisher unless otherwise stated.
Edward Cranswick Editor edward.cranswick@primecreative.com.auSafety is as much a part of our business as it is yours. That’s why we pioneered forklift innovations like the System Of Active Stability™* (SAS™), where over 3,000 calculations per second deliver class leading stability, safety and assist accident prevention – helping to protect your most valuable assets. We may have pioneered SAS™ over 20 years ago – but we never sit still when it comes to safety. That’s why when you choose Toyota, you’re choosing our world-leading safety, and that’s just part of the Toyota Forklift Advantage. 1800 425 438
COVER STORY
22 Dematic automates John Dee facility
REGULAR COLUMNS
26 Property Focus on South Sydney and South West Sydney
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32 Bestrane on scheduling
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Australia Post has launched a new next-day delivery service ahead of its busy peak season.
Australia Post Metro, the first new delivery service from Australia Post in recent years, provides eligible retailers and their customers with both speed and more certainty when they shop online.
The Australia Post Metro service has launched in metropolitan Melbourne, Sydney, and Brisbane, and is planned to be expanded to new metropolitan geographies over the coming months. At launch, the Australia Post Metro service is being offered to select retailers, with more coming onboard over the coming weeks and months.
The new service is a direct response to changing consumer needs with data suggesting that 68 per cent of online shoppers are likely to abandon their shopping cart if they deem the delivery method too slow.
Paul Graham, Australia Post Group Chief Executive Officer and Managing Director says the flexibility and reliability that next-day delivery offered customers was becoming increasingly important, as the desire for fast fulfilment continues to grip consumers and with one in every three retail dollars projected to be spent online in the next 10 years.
“We’ve been listening to our customers, and know they expect more certainty, simplicity and speed when ordering online,” Paul says. “The Australia Post Metro service raises the bar for customers – prioritising next day delivery in metropolitan areas.
“We already have some of the country’s largest retailers using the Australia Post Metro service covering the lifestyle, fashion, beauty and FMCG space, with more retailers coming online every month. This new service provides a more agile, flexible delivery option as we head into our busiest time of year.
“To support this new service and
ensure we meet the next-day delivery offering we have simplified our back-end systems to quickly identify the Australia Post Metro service orders, prioritising them for next day delivery. We have also been working in tandem with our retailers to ensure their distribution centres are set up to prioritise Australia Post Metro service orders.”
The Hon Michelle Rowland MP, Minister for Communications, welcome the new Australia Post Metro service as a boon for Australian consumers and retailers alike.
“As more Australians embrace the digital economy, it is essential postal services keep pace with their demands,” Michelle says. “Next-day delivery is a win-win for both retailers and consumers.
“It’s pleasing to see Australia Post launching this new Australia Post Metro product, and I look forward to seeing it expanded following the current trial.
“The Albanese Government has consulted the community on modernising this trusted national institution so it can continue to meet
the needs of Australians now and into the future. Improvements to the parcels business including increased frequency and choice was a strong area of feedback, and it is pleasing to see Australia Post continuing to innovate to meet the needs of customers.”
Tony Carr, Myer’s Executive General Manager of Supply Chain, welcomed the announcement by Australia Post, which will ensure faster online deliveries for its customers and responds directly to customer feedback in this area.
“We know there is nothing more important than getting products to our customers in the quickest and most effective way, and our partnership with Australia Post, one of the most trusted organisations in the country, will ensure we continue to provide a leading online experience to our customers,” Tony says.
“The Australia Post Metro service will be welcomed by Myer customers and will be particularly important to shoppers as we head into our busiest trading months of the year in the lead up to Christmas.”
When AS Colour started out, the trend was for tight tees and baggy pants. But while clothing fashion trends come and go, the trend that doesn’t change is that customers want their orders delivered on time and accurately.
Dematic’s Multishuttle Goods-to-Person (GTP) fulfilment system enables AS Colour to process orders with higher productivity, faster and with increased accuracy, down to the sequence of items in the package.
As a result, AS Colour has seen a big increase in sales as customers see how fast and accurately their orders reach them.
Learn more at dematic.com/as-colour
Dematic.com
02 9486 5555
AS Colour achieves 344% throughput per worker with GTP “game-changer”
Mark Rummins from TMX Global explains what four key actions supply chain leaders can make as New Zealand slides into recession and Australian businesses grapple with the cost-ofliving crisis.
New Zealand is in a recession and capital is not just more expensive – it is getting harder to access.
New legislation, such as the supply chain register announced July 28, which is designed to reduce exploitation risk, will add to costs in an environment where the NZRB cash rate remains at 5.50 per cent – the highest it has been in 14 years.
Businesses are scrambling to adopt survival strategies. But a critical, if common, error they make is to assume optimisation is better left pursued when discretionary spending is abundant. While companies understandably want to impede cost escalations, it is critical to optimise their supply chain – or they will face bigger challenges later.
To that end, here are four key questions every decision-maker in supply chain should be able to answer.
1. Are you taking an agnostic approach to solution/s?
Incremental spend is the path that imbues the greatest feeling of safety. So large-scale, high-cost solutions are off the table. But you need to optimise. Tackling the underlying costs of inventory management, warehouse, and transport operations, optimisation can impact a project of between eight to 15 per cent, with a mix of both project savings and cost mitigation on price increases.
However – going for one solution because it addresses one component of a broader problem – is risky. For example, selecting a solution purely based on low cost may only yield
short-term benefits. But the budget is what it is: what are you to do? Incremental spend and foundational improvements is one way you can improve and optimise without breaking the bank.
Due diligence to determine what key issues or processes first need to be improved sets your business up to receive the best solution, because the approach rightfully prioritises operational needs – not vendor offerings. Which leads us to asking:
2. Does your business select the right solution/s?
This is tricky, of course. There is no guaranteed way to make the right decision. But you can act to lower your risk of making the wrong one. A supply chain is a system, and solutions need to integrate into systems thinking: how does this system impact others? The features are sophisticated but are they relevant? How will the data be used throughout your business? What problem does it address? Is it a fit for your organisation? Does it solve a short-term problem but cause a long-term one?
When the pressure is on, and a convenient option is on the table, it is difficult to remain firm. But it is a better longterm decision to complete due diligence upfront and interrogate the options. How will one solution integrate with others? Does this solution consider your distribution strategy, service levels, product flow through the warehouse, or useability for all staff?
3. Does your business set and forget? A “solution” is a misleading descriptor. Whatever the software, process, or system is, it is only the start. But benefits will only come with proper embedding, change management, training, implementation, and ongoing review
and adjustment. It must be agile. And while this seems obvious – many businesses do not do this.
The transformation process starts but ends up stuck on ‘buffering’. Staff ‘set and forget’ and believe the solution doesn’t work, and mistrust further improvements.
Do not take implementation for granted. Basic principles make a significant difference. Has the business introduced, explained, and gotten buy-in for the new approach? Once implemented, does the solution do what you need it to do? Usually, solutions have other functions that a business fails to use.
4. Are you cutting costs wisely?
Partly because of ‘set and forget’ thinking, organisations underestimate the impact of project and change managers, and slash middle management roles during cost cuts. But experienced personnel who understand risks, nuances, interactions between departments, and have the emotional intelligence and technical capability to work with diverse stakeholders can make or break business success.
Strategic roles or processes also go. But we are in the business of supply chain. Imagine if you knew where your supply chain started, but you had no idea where it ended. Worse, imagine that your business does not invest in finding out. We hear and see this a lot. If you turf your strategy, you may be operating blind.
Mark Rummins, TMX Global
Construction has commenced on Toll Group’s newest healthcare facility inside the Melbourne Airport Business Park, which will provide state of the art pharmaceutical storage in Victoria.
The 10,000 square-metre temperature-controlled venue will warehouse and distribute medical supplies including bio-tech pharmaceuticals, vaccines, antivenoms, medical devices, and overthe-counter medicines.
The custom-built facility is the airport’s first five-star green building featuring solar panels and charging infrastructure for both electric vehicles and trucks.
Melbourne Airport Chief of Property Jai McDermott says the $20 million
facility will eventually become Toll’s largest healthcare site in Victoria.
“We’re pleased to support Toll’s expansion into medical warehousing by providing the space and bespoke facility required to deliver patient critical products to Victorians,” he says.
“Once complete, the warehouse will become Melbourne Airport’s first fivestar green star building. It is another important step on our path to net zero Scope 1 and Scope 2 emissions by 2025.”
President of Toll Government and Defence (which includes the Toll Healthcare business), Perry Singh, says Toll is excited to expand its healthcare operations in Australia through the new airport facility.
“This investment reflects Toll’s
commitment to creating advanced warehouse management solutions to meet the changing dynamics in the healthcare sector. The facility, and its excellent location, provides greater flexibility, convenience and speed to market for our customers,” he says.
“The facility has been custom designed to support the unique requirements of our customers and will store and manage critical pharmaceuticals and products including medical devices, vaccines, and consumer health products.”
Toll Healthcare will lease the new facility from Melbourne Airport for at least 10 years with the site due to open in 2024.
CMW has been appointed to design and construct Toll’s new facility.
Dematic is working with South West Healthcare to automate its new Regional Logistics Distribution Centre (RLDC) in Warrnambool, which started construction in January 2023.
The new RLDC is relocating from its original location at the Warrnambool Base Hospital campus to make way for the Victorian government funded Warrnambool Base Hospital redevelopment project at the existing hospital site that includes freeing up space for vital health services within a brand new multi-storey clinical tower.
“We provide more than 150 medical, nursing, mental health, allied health and community health services to the 110,000 people who live across the South West of Victoria and in Warrnambool, one of the fastestgrowing regional cities in Victoria,” says South West Healthcare.
“We are also the region’s largest employer, with 1996 people working for South West Healthcare across various locations.”
The RLDC will provide goods, equipment, linen, and warehousing
services to the Warrnambool Base Hospital, as well as other public health services in the region.
“Dematic integrates our own equipment with other vendor systems using our own expertise in software and controls, and our strong experience and knowledge in project and integration management,” explains Terry Jamieson, Business Development Manager at Dematic.
“This allows us to tailor a wide range of innovative systems to customer-specific business and operational requirements to reduce risk, be cost-effective and create a successful outcome for organisations such as South West Healthcare.
“Additionally, with the largest service and support network in Australia for materials handling systems, we can ensure that South West Healthcare’s investment is protected over time and that system up-time is significantly improved.”
The Dematic automated order fulfilment solution features an AutoStore™ goods-to-person (GTP) system that provides automation technology innovation with a high
level of flexibility for future growth.
The Dematic solution requires a minimal footprint, needing up to 80 per cent less space than an equivalent manual racking layout, which requires clear space for forklifts and personnel aisles. AutoStore Bins stack vertically and do not need clear aisles. Items required to fulfil orders arrive from the AutoStore storage system to the GTP Workstations precisely when they are needed. Operators then build orders at the ergonomically designed, high-rate Workstations effectively and safely.
The system is highly configurable and scalable, with the options to add extra modular storage within the AutoStore Grid to accommodate future product growth and storage demands.
The Dematic solution will be integrated into South West Healthcare’s host system with Dematic’s warehouse control system software, providing complete system management and optimisation capabilities.
The new RLDC is due to be completed in late 2023.
The Victorian Transport Association (VTA) has announced it will host the Alternative Fuels Summit (AFS) for the second time after the enormous success and interest in the inaugural 2022 event.
It notes it will provide another informative summit to advance the important discussions around decarbonisation of the freight and logistics industry.
Registration is now open for AFS 2023, which will be held on Thursday October 19 at Hyatt Place, Essendon Field. CMV Truck & Bus and Viva Energy Australia will sponsor the event.
“Under the theme of Decarbonisation for the Road Freight Industry – Next Steps, the Summit will bring together a range of experts from the energy
and equipment sector, government regulators, academics, climate economists and others for an update on efforts to pivot the transport industry away from carbon-based energy sources, and towards low- and zero-emitting forms of fuel that are more sustainable and, over time, less expensive,” explains VTA CEO Peter Anderson.
“While we know the compete decarbonisation of our industry is still years away, it’s clear that Australian and international economies are transitioning towards a world where more sustainable forms of energy are the norm.”
The VTA says it is assembling an exciting line-up of speakers to address guests on a range of issues including
alternative fuel sources, commercial realities of transition, equipment, and targets and regulations.
“The transport industry must start to prepare for this transition and now is the time for freight and logistics operators to get ahead of the curve,” adds Peter.
“With decarbonisation being such a prominent issue, we expect significant interest in this year’s Summit, and we encourage those interested to register soon to secure their place.”
Registration includes morning and afternoon tea and lunch. In addition to a compelling program of presenters, the Summit will also showcase some of the low- and zero-emissions equipment available today
Dematic has announced it will run its apprenticeship program again in 2024 after recruiting apprentices across several Australian cities in January, some of whom are still working with the company.
It notes feedback from its frontline managers has been positive, complimenting the enthusiastic and innovative energy the apprentices bring to the team.
One apprentice who started as a fourth year finished his apprenticeship and is now a fully qualified electrician working as a Maintenance Technician with Dematic.
“We are absolutely delighted with the success of our first cohort of apprentices, and their overwhelming positive feedback about their experience thus far,” says Kim Rymarczyk, Director Human Resources ANZ, Dematic.
“As we designed this program, we made a deliberate choice to adopt a refreshing, employee-centric approach that truly embodies the unique essence of Dematic. Our vision for the program extends beyond our organisation, as we aim for
this program to set a new industry benchmark and one that apprentices in the many years to come, will aspire to be a part of.”
In 2024, Dematic will hire 14 apprentices across major cities in Australia and New Zealand, including Sydney, Melbourne, Brisbane, Perth, and Auckland. Mechanical and electrical positions will be on offer.
Applications are open and close on October 02, 2023, with the program starting in January 2024.
“Leading an apprentice program offers numerous advantages,” explains Brad Davis, Training Manager, Dematic.
“Firstly, it fosters a skilled workforce by providing hands-on training and mentorship for our apprentices, ensuring that our industry-specific knowledge and practices are effectively transmitted to the next generation.
“Additionally, the apprentice program cultivates loyalty and engagement among participants as they receive valuable guidance and support throughout their apprenticeship nominal team, leading
to job satisfaction and retention.”
Dematic accepts applications from all levels including school leavers and final year and mature-aged university students.
The program involves five-day induction at Dematic’s Sydney office where all the apprentices meet each other and have a chance to network.
Upon completing the program, Dematic says apprentices will be fully certified, with experience in complex industrial environments, and have access to a variety of career pathways, including field service, onsite maintenance, controls engineering, electrical engineering, and projectbased roles.
Swedish hair and beauty specialist
Lyko has chosen Vanderlande to automate its new warehouse in Vansbro, Sweden with the two companies signing a contract for an installation of Vanderlande’s FASTPICK goods-to-person (GtP).
This order fulfilment system includes a robotic item picking. Lyko says it needs a new solution to cope with rapid growth, and to meet its ambition to break into emerging European markets.
“This solution gives us the capabilities we need to scale our business in a cost-efficient way – it will therefore support our plans for growth and help us expand into Europe,” says Richard Lyko, Lyko’s CEO and founder.
“By increasing our capacity and providing us with the efficiency we need through integrated robot technology, Vanderlande has shown that it best understands our needs.”
Vanderlande’s FASTPICK was selected because it meets the company’s need
for greater efficiency and capacity and can be installed on a limited footprint. The greenfield warehouse is scheduled to open in 2025 and will be Lyko’s largest automation project so far. The scalability and flexibility of Vanderlande’s solution provide the opportunity for further extension.
“We listened closely to what the Lyko project team needed, and we’re delighted that they chose our state-ofthe-art technology to help realise their expansion plans,” says Vanderlande’s Executive Managing Director Warehouse Solutions, James Cotton.
“The FASTPICK solution offers the company the flexibility and sophistication it requires to handle an extensive range of products and deliver orders to customers as quickly as possible. We look forward to the installation and forging a longterm partnership with this dynamic company.”
The s*stem includes the ADAPTO
automated storage and retrieval s*stem (AS/RS): 216 ADAPTO shuttles will be able to access more than 152,000 product locations across 27 levels and 40 aisles. The innovative s*stem will be capable of handling 45,000 orders every day.
The contract also includes 15 GtP workstations, three of which are equipped with robot item pickers from Vanderlande’s portfolio of Smart Item Robotics. In addition, all the manual workstations, including those for decanting, are height adjustable to minimise lifting duties for operators. The s*stem also includes Vanderlande’s POSISORTER shipping sorter.
The state-of-the-art solution is driven by Vanderlande’s digital suite of software services. During the entire process, the s*stem handles items as gently as possible, which makes it an ideal solution for Lyko, with its stock of fragile and expensive products, such as bottles of perfume.
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Steve Smith 0410 532 022
steve.smith@leedwell.com.au
Henry Treloar
0412 404 426
henry.treloar@leedwell.com.au
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FedEx Corp. has launched a new tool, FedEx® Sustainability Insights (FSI), giving customers in Australia access to estimated emissions information on their international shipments within the FedEx transportation network.
Customers in Australia and select Asia Pacific, Middle East, and Africa (AMEA) markets* can use the data to help make informed decisions on their future shipping strategy to reduce their impact on the planet.
“Environmental stewardship and transparent sustainability reporting is now a universal business imperative2,” says Kawal Preet, President of Asia Pacific, Middle East, and Africa region, FedEx Express.
“At the same time, consumers also consider sustainability in their decision-making for e-commerce purchases3.”
Created by FedEx Dataworks, the innovative cloud-based data engine
uses near-real-time FedEx network data to estimate Co2 emissions. Customers can view estimated emissions data for individual tracking numbers as well as aggregate historical data for their accounts.
Data displayed in the tool includes mode of transport, service type, and country or territory for all eligible FedEx Express® shipments.**
“FedEx® Sustainability Insights gives our customers direct access to emissions data they need to help them decide how to meet consumer expectations and drive their own business and sustainability efforts forward,” adds Kawal.
With sustainability being a strategic priority for businesses of all kinds1, FedEx® Sustainability Insights is a tool that can give customers better visibility of emissions within their supply
chains and support reporting and strategic future planning.
“Advancing environmental sustainability priorities is becoming increasingly important for our customers,” explains Peter Langley, Vice President, FedEx Express Australasia.
“Going forward, we will be able to support them with direct access to emissions data to support their own carbon emission goals. With the help of FedEx® Sustainability Insights, customers can better understand their shipping patterns and resulting environmental impact.”
This new offering complements the company’s ongoing efforts to achieve carbon neutral operations by 2040. FedEx globally is focusing on areas such as electrification of FedEx pickup and delivery vehicles; more efficient facilities, fuels, and fleets; and investments in natural carbon capture.
Körber has promoted Jason Russell, Executive Vice President Strategy & Corporate Development, to the position of Chief Financial Officer (CFO) for Körber Business Unit Supply Chain Software.
It says this internal advancement reflects the company’s commitment to recognising and nurturing talent from within its ranks, marking a significant milestone in Russell’s career journey with Körber.
Körber firmly believes in investing in its employees growth and development, says Chad Collins, Chief Executive Officer Software of Körber Business Area Supply Chain. It is a fundamental aspect of our ongoing succcess.
The promotion of Jason Russell is a testament tot he organisation’s commitment to recognise talent from within. We foster a culture of loyalty and dedication among our workforce and remain committed to establishing a work environment that encourages employee growth and advancement.
Having joined Körber in June 2022 as Executive Vice President of
Strategy & Corporate Development, Jason has consistently demonstrated a passion for excellence, a keen understanding of the industry and an unwavering dedication to the company’s mission.
With a proven track record of driving success, he has played a pivotal role in shaping the organisation’s strategies, bolstering operational efficiency and fostering a culture of innovation.
I am beyond excited to continue my journey here at Körber, says Jason. While only being with the company for a short time, I’ve recognised the unique mission that drives Körber and its employees. Customer prioritisation, storng culture and a passion for innovation contribute to our success as a company. Körber distinguishes itself in the industry by putting its core values head of all else, making this an ideal environment to work.
As the newly appointed CFO, Jason assumes a critical leadership role in charting
the financial trajectory of Körber’s supply chain software business in a dynamic and everevolving market.
Leveraging his deep understanding of the company’s values and operations, Jason will be instrumental in driving strategic financial planning, optimising resource allocation and growth, and enhancing shareholder value.
Körber has promoted Jason Russell, Executive Vice President Strategy & Corporate Development, to the position of Chief Financial Officer (CFO) for Körber Business Unit Supply Chain Software.
It says this internal advancement reflects the company’s commitment to recognising and nurturing talent from within its ranks, marking a significant milestone in Russell’s career journey with Körber.
Körber firmly believes in investing in its employees growth and development, says Chad Collins, Chief Executive Officer Software of Körber
Business Area Supply Chain. It is a fundamental aspect of our ongoing succcess.
The promotion of Jason Russell is a testament tot he organisation’s commitment to recognise talent from within. We foster a culture of loyalty and dedication among our workforce and remain committed to establishing a work environment that encourages employee growth and advancement.
Having joined Körber in June 2022 as Executive Vice President of Strategy & Corporate Development, Jason has consistently demonstrated
a passion for excellence, a keen understanding of the industry and an unwavering dedication to the company’s mission.
With a proven track record of driving success, he has played a pivotal role in shaping the organisation’s strategies, bolstering operational efficiency and fostering a culture of innovation.
I am beyond excited to continue my journey here at Körber, says Jason. While only being with the company for a short time, I’ve recognised the unique mission that drives Körber and its employees. Customer
prioritisation, storng culture and a passion for innovation contribute to our success as a company. Körber distinguishes itself in the industry by putting its core values head of all else, making this an ideal environment to work.
As the newly appointed CFO, Jason assumes a critical leadership role in charting the financial trajectory of Körber’s supply chain software business in a dynamic and everevolving market.
Leveraging his deep
understanding of the company’s values and operations, Jason will be instrumental in driving strategic financial planning, optimising resource allocation and growth, and enhancing shareholder value.
John Dee is a family-owned Australian company with four generations of experience in producing and selling outstanding beef products that are enjoyed by thousands of customers nationwide and around the world.
Since 1939, the Hart family has established a reputation for quality and service in the beef processing industry. The John Dee brand has a 100 percent commitment to quality and consistency which has been the philosophy of the company since its establishment.
“We’ve been a beef processor in Warwick since 1945 and today we’ve transformed into a full-blown beef export and processing operation,” explains John Hart, Owner of John Dee,
Warwick. “In the early days we sold full sets of meat parts, whereas today we break them up and send different components to Japan, Korea, Indonesia, Taiwan, the EU, and America.”
John Dee’s processing plant is located in Warwick, Queensland, which is situated on the Darling Downs, just two hours from the port of Brisbane with ready access to prime Southern Downs and New England Tableland cattle.
“The Warwick facility supplies thousands of varieties of beef cuts to more than 145 customers in over 37 export markets, and those numbers are only growing, “ says John.
“Our recent expansion of our Warwick facility is the largest single
investment in the company’s almost 80-year history and supports our business growth and competitiveness during a time when beef exports are rising significantly.”
In recent years, John Dee experienced large growth in demand, particularly from export markets, which meant the company had reached a point where it had exceeded its previous storage capacity and operations were too complex for manual handling.
“Meat processing creates a unique scenario, which is very different to many other manufacturing processes,”
explains Soeren Schauki, Business Development Manager at Dematic. “The elements that set it apart and led to challenges include the fact that there is essentially a random release of product from manufacturing, which is due to the nature of meat manufacturing involving a mixture of cuts and codes that arrive from production. With one carton of one product released at one time and some products produced in very low quantities, manually processing cartons to orders creates significant challenges around tracking, accuracy, speed, and safety.”
Manual processing was causing inefficient procedures which involved double and triple handling of products, unable to absorb the normal fluctuations in John Dee’s production as efficiently as automation could. There was also a lack of visibility and limited tracking of product flow from production to dispatch. All this combined resulted in longer order processing times.
“With the way we’re operating today, trying to get product into the right
place at the right time, it’s becoming almost impossible to do it by hand,” says John. “The challenges we faced in our previous manual operation was having people that understood all the product codes and then having to pick by hand out of a cold store. With over 10,000 cartons being produced a day, it became a logistical nightmare. We could lose a thousand cartons a year that would go out of date because they couldn’t be located.”
It was clear that John Dee required a facility upgrade that could deliver increased efficiencies, productivity, and visibility. John Dee turned to project partner Wiley and automation solution provider Dematic — investing in systems that would work best for the company’s unique facility and operations.
“We started the project approximately five years ago, from early concepts, lines on a piece of paper, to a working system, and having a deep understanding of the challenges and problems that John Dee were facing,” says Soeren.
To ensure the success of the project, the upgrade journey was multi-staged and included:
• Analysis: an initial analysis of John Dee’s current business, future requirements, and the expected
evolution and growth of the business. This was then translated into overall requirements and material flows.
• Design level: the analysis information was used to establish a design level that was uniquely tailored to John Dee’s business.
• Develop alternatives: various design concepts were developed.
• Solution development: a solution was developed together with John Dee, with further elements added to fine tune the solution to be exactly what the business needed now and in the future.
“The significant challenge was the seamless integration between the automated solution and the building. It was designed inside-out, starting with the automation solution, and tailoring the building to wrap around it. A sophisticated automated conveyor bridge flawlessly integrates the new elements with the existing facility,” explains Suzie Wiley, Managing Director at Wiley.
“The design process had to overcome site constraints like accommodating truck access on a sloping block, ample space for parking and cattle yards, and flood-proofing. Faced with all these challenges Wiley and Dematic delivered this project without any disruption to John Dee’s operations.”
The Dematic Multishuttle® Meat Buffer Storage and Handling System was chosen as the ultimate solution for John Dee’s needs, as it was capable of automating and streamlining operations in sub-zero conditions, while also meeting growth in customer demand.
“Based on Dematic’s Multishuttle Automated Storage and Retrieval System (AS/RS), the solution has been deployed by meat processors in refrigerated environments in ANZ and around the globe,” says Soeren. “The automated solution not only optimises facility operations, but also provides better workplace safety by overcoming the challenges associated with working in harsh temperatures.”
The four-aisle, 30-level Dematic Multishuttle solution automatically stores product cartons coming out of production and builds and sequences the cartons for automated palletisation and direct container loading. Two aisles manage products chilled to
-1°C and the other aisles two manage products frozen at -20°C, which reduces reliance on staff to build and lift heavy cartons in these harsh environments.
“Key to the success of the Multishuttle is that each individual carton is accessible, which is fully controlled by the Dematic Warehouse Control System (WCS). The shuttle works as a buffer, as a storage device, as a sequencer, as a sorter, which allows operational flexibility to build customer orders, but also with very high throughput capability. It’s a jackof-all-trades,” adds Soeren.
The solution is purpose-designed to enable John Dee to scale up and increase its premium beef export market share. One of the frozen Multishuttle aisles can also be switched to chilled in response to anticipated future growth and advancements in cold supply chain export markets across Asia.
“In working with Dematic for this project, we were able to ensure that we were working with a system that
was able to adapt and cater for the future growth of John Dee, with the ability to increase productivity to match significant surges in demand, whilst also providing improved worker safety,” says John.
For John Dee, the Dematic Multishuttle Meat Buffer Storage and Handling System has greatly improved operational efficiency, productivity, transparency, and order precision, as well as addressed the needs of an increasingly complex supply chain.
“Our advanced Multishuttle system provides a high performance, accurate, safe and cost-effective automated order fulfilment and despatch processing solution for Australia’s meat industry, and we are very excited to see John Dee reaping the many benefits at their Warwick facility,” says Soeren.
“Once the system was built, it was completely operational at full speed on day one and the throughput of this system is unmatched,” adds Soeren.
The Multishuttle solution provides
companies like John Dee a range of advantages over post-production manual distribution and despatch, with multiple aisles for both chilled and frozen environments. The system allows flexibility when catering for capacity variation demand by different markets. These features are beneficial when exporting products to markets where the cold supply chain is anticipated to mature and expand over the next few years, particularly in export markets such as China, Vietnam, and greater Southeast Asia.
John Dee’s Multishuttle system working in conjunction with Dematic’s WCS offers full track and trace, where each individual carton is followed throughout the supply chain, meaning that losing product is no longer possible. The WCS also controls the storage duration of all cartons, so that John Dee can set the time each carton can remain in the system. This also helps to improve the shelf life of meat product by making it available earlier and ensuring cold chain compliance is maintained.
John Dee’s Multishuttle system offers a high level of flexibility. This includes being capable of future changes – such as temperature, codes, order profile and assembly and loading method. It is equipped to meet peaks and surges in demand and has unlimited order assembly flexibility
where there are no restrictions on which carton ends up on which pallet.
The Dematic software can incorporate a wide variety of different carton retrieval scenarios based on orders, complete sets or by code. The system can now seamlessly accommodate the requirements of varied and frequently changing customer orders. Finally, the system is modular and if required can be easily expanded in the future by scaling up with additional aisles, or the addition of a pallet storage system.
“Through designing the Multishuttle system with flexibility in mind from every angle, we have ensured that the system is well equipped to support John Dee’s operation for many years to come,” adds Soeren.
Following implementation of the new system, John Dee has been able to reduce its reliance on labour, which in a tight labour market, has become difficult to source for harsh cold storage facilities. In doing so, John Dee has lessened the occupational health and safety issues associated with having several employees working in a cold storage environment.
“The system has inbuilt redundancy and if one shuttle requires maintenance, the rest of the system can still operate,” explains Soeren.
Dematic has a residential service person on site at John Dee to ensure the optimal running and uptime of the system. They are on hand for any system requirements, such as
replacing shuttles within 15 to 20 minutes.
The Dematic Multishuttle Meat Buffer Storage and Handling System is capable of meeting John Dee’s requirements and growth trajectory today and well into the future, and the company continues to shape the system to best suit its operations.
The great success of the project is reflected internally by John Dee as a business as well as externally.
“We’re very proud to see the whole thing function and see how our staff are getting such a benefit out of it as well,” says John Hart.
“There’s also been a lot of interest from other parties in Australia, and we’ve even had people from overseas come and have a look at it. The system helps John Dee to set ourselves apart in an increasingly competitive global market. Through a streamlined, more efficient process delivering a pristine premium product with full-track-and-trace capability, the Dematic system ensures that John Dee is internationally more competitive in offering our high-quality product to global markets.” ■
Colliers’ newly appointed National Directors, Michael Crombie and Trent Gallagher, spoke to MHD about their novel leadership roles, and how their South Sydney and South West Sydney Industrial teams have combined forces to service clients from Port Botany to the Liverpool Precinct and further.
As Sydney’s vacancy rates continue to be the lowest nationwide at 0.1 per cent, and its various markets remain tight, the New South Wales capital city is still keeping agents from Colliers busier than ever with investment, development and leasing opportunities arising in its major precincts –especially as South Sydney and South West Sydney remain strong.
Newly appointed National Directors, Michael Crombie – who’s been an agent for almost 20 years – and Trent Gallagher – who’s been an agent for the past 16 years – are leading the South Sydney and South West Sydney Industrial teams.
The South Sydney team at Colliers is extremely successful, holding more than 86 per cent market share across all completed asset deals while South West Sydney has the ability to accommodate buyers and tenants in this market at a much lower price.
Colliers’ new National Directors believe they’ll be able to dominate the South Sydney and South West Sydney markets by combining the skillsets of both of their teams to maximise the potential of property for clients.
“If you have a lot of tenure within an agency, it means you’re doing extremely well,” explains Trent Gallagher, National Director at Colliers. “We’ve established strong foundations
over the years and can now create a robust platform for long-term growth into the market.”
expensive industrial market in the country, Michael says tenacity, mental acuity and meticulousness are required when responding to client needs or meeting tenant requirements.
“We want to bring this skillset to the Inner South West and the Inner West markets to continue servicing our clients,” he adds.
Fourteen brokers work out of these two offices, offering sales and leasing predominantly in the industrial space. Together, Michael and Trent manage land, build, investment sales and leasing.
“When we sell a product, we sell an end-to-end solution,” explains Michael. “For example, a client will say, ‘I want you to value our site; what is the highest and best value?’ We value that site and say, ‘the best value is the underlying land.’ We produce a solution such as selling it to someone
whether it’s incorporating ESG into an existing or new facility or providing high clearance in a warehouse for logistics purposes. It’s paramount we advise our clients as to what solution will be benefit them the most.”
Michael and Trent – as leaders of their respective teams – cover South Sydney’s three main areas of Botany, Alexandria and Mascot where there are various industrial holdings.
In the South West, they cover suburbs including Kingsgrove, Riverwood, Bankstown, Moorebank, and Condell Park along the M5 Motorway and down to Chipping Norton, Minto, Ingleburn and Smeaton Grange.
“South Sydney is the beating heart
of the industrial market in Australia,” says Michael. “While the whole ring surrounding it is land constrained, it’s close to the CBD, Port Botany, and the airport. The new infrastructure like the M4 and M5 along with the West Connex gateway, are making it easier for our clients to transport their goods around Sydney.”
In the South West, there aren’t any available facilities for clients to occupy. Michael notes the COVID-19 pandemic changed the industry – particularly the leasing environment.
Businesses are needing anywhere between 3,000 to 30,000 sqm of space. Pre-pandemic, they were requiring 500 to 3,000 sqm. This is due to high demand from both in-person retail stores and the burgeoning e-commerce sector.
On average, South Sydney occupiers are paying more than double to buy or lease a building compared to the nearby South West market.
“We believe there’s value add there because we can now offer to these South Sydney occupiers – who are current clients – cheaper options with new improved infrastructure in the South West,” adds Trent. “It will deliver high returns for them.”
“At Colliers, we work as a family,” explains Michael. “When you’ve been at a company for a long time, you learn to love and enjoy who you’re working with daily, and you look out for each other. Our clients are familiar with us – and because of this – they’re more than comfortable to call us for help.
“We want to ensure our team is united, that we’re sharing the right data, knowledge, and cooperating towards providing client excellence. By having a close relationship with our clients, we can bring that level of closeness to the greater Colliers business.”
The M8 links travellers directly from Alexandria to the M5 via an underground tunnel. “This makes it easier and quicker for occupiers and trucks to ship products from Alexandria to other markets,” says Trent.
The South Sydney and South West Sydney offices will operate as usual despite Michael’s and Trent’s appointments as National Directors and
the joining of their teams, although some of the key South Sydney agents have permanently transferred to the South West office.
“Both offices will act as one even though we run out of two different locations,” adds Trent. “We’ll continue to have multiple weekly meetings together and catch up on the market conditions, live enquiries, and active vendors to enhance value for our clients, and our agents can work hybrid between both offices.”
The South Sydney and South West teams liaise with their North Shore counterpart, and as a group, collaborate with other Colliers New South Wales teams and further work together with the National business.
Due to the new motorway networks, connectivity has been drastically improved with most of the areas in these precincts now within an hour’s drive of one another. This enables Colliers’ clients to choose industrial locations at cheaper prices in places like those in South West Sydney.
Michael and Trent have transacted more than $700 million worth of industrial property with values still strong despite increased interest rates, but demand is high while there’s little stock availability. Rents across Sydney have almost doubled in the past 12 to 18 months, allowing landlords to only lower their prices slightly.
Michael and Trent managed the sale process of LOGOS’ multi-storey facility for $802 million in 2021 – putting these multi-level buildings on the map for Australia.
“Nobody knows multi-level like we do,” Michael says. “There have only been seven multi-level
lease transactions to date – we’ve managed five of them. We’ve sold a turnkey product to be delivered to an incoming buyer.”
Trent says the plan for 2024 is to retain the 86 per cent market share Colliers has in the South West and continue to provide value to our clients.
“We’ll keep providing value to our clients,” he adds. “Managing and negotiating more deals, lowering the product, the stock – that’s what we need to do.”
Like other Colliers teams across the country, the South Sydney and South West Sydney teams embrace not only the idea of operating like a family but fostering happiness among both staff and clients.
“If we’re happy, our staff are happy, and our clients are happy,” says Michael. “We love what we do. It’s all about enjoyment, and growing our passions through hard work, which always pays off. We get to meet some of the most amazing people from developers to entrepreneurs to CEOs and CFOs.
“Some days we’re designing buildings, other days we’re selling the first multi-storey warehouse in Australia. We’re lucky to enjoy a dynamic rhythm every day. We want to share our enthusiasm and love for what we do with Colliers’ Greater New South Wales Business. Success breeds success. The more successful we are as a greater business, the better we can accelerate the success of our clients.” ■
Reach out today to learn more about the industrial market and how we can maximise the potential of property for you.
Because businesses develop gradually and organically –sometimes even haphazardly – they rarely begin their lives with a thoroughly thought-out approach to freight and network design. But in an ever more competitive world, a carefully planned out freight and network design can often make the difference between success and failure, or less dramatically, but more likely, market leadership or market chaser.
Even so, many people still aren’t sure what it is. Fortunately, Peter Jones, Managing Director of Prological, is here to help.
“Network design is the process of determining the correct location for all the nodes within our supply chain network,” Peter begins. He underscores the two pivotal questions for every node: ‘What should its function be?’ and ‘Where should it be located?’
“Determining the function primarily concerns those without a manufacturing component, such as importers and distributors,” Peter says. “However, when there’s a manufacturing facet, location takes precedence due to the intricate nature of both inbound and outbound supply chain operations.”
In manufacturing based scenarios, inbound supply chain issues majorly influence the optimal location. On the other hand, with standalone warehouses, the focus narrows down to outbound costs, balanced with service requirements, considerably streamlining the decisionmaking process.
“Your network design, especially the number of nodes, should directly relate to your customer service promise,” Peter emphasises. This concept becomes evident in examples like hot water heater manufacturers. If a
company produces these heaters from a central location in Australia, ensuring timely delivery across diverse regions becomes a logistical hurdle.
“If someone’s water heater fails, they won’t be inclined to endure a long wait for a replacement,” Peter points out. Such challenges necessitate a broad network to guarantee immediate product accessibility to customers. Conversely, for items like nails or bolts, where swift delivery isn’t paramount, a more straightforward network with minimal nodes is more suitable.
“It’s evident that there’s no universal network template that caters to all,” he observes. Every network needs customisation, tailored to the particular objectives of a business.
The freight strategy, in parallel, must resonate with both customer service goals and the network design. Highlighting the interconnectedness of the network and freight strategy, Peter elaborates: “If you can deliver from Sydney to Adelaide overnight in a costeffective manner, you might sidestep the need for an Adelaide facility. But if this isn’t feasible and the Adelaide market holds significance, having a local node becomes essential to stock up and retain competitiveness.”
In essence, the onus rests on businesses to ascertain the requisite number of nodes, their optimal locales, and their distinct functions. Concomitantly, the freight mechanism needs crafting, establishing links between the network and its stakeholders.
While freight and network design are integral components of supply chain management, not all companies approach these considerations with a strategic lens. As Peter notes of the
current industry landscape: “Many companies don’t approach this systematically. Often, network design decisions are influenced by sales and property teams, whereas freight considerations are left in the hands of logistics or warehouse management. Unfortunately, the essential collaboration between these teams isn’t always optimal.”
A significant challenge that exacerbates this disjointed approach is the lack of comprehensive tools available to businesses.
“Currently, there isn’t a single network modelling tool available globally that offers the flexibility to include detailed freight modelling,” he says, adding that even high-end models from reputable firms fall short because “they can’t model freight accurately.”
This challenge isn’t merely theoretical. Illustrating the realworld implications, Peter shares an experience: “We’re collaborating with a major consulting firm on a project for a major Australian agricultural entity. They initially requested a single freight number from us.” Highlighting the complexities and potential pitfalls of such a request, he continues, “We demonstrated that relying on a single number could result in overestimations or underestimations of up to 100 per cent in various scenarios.” “When the base line freight spend is many $10’s of millions per annum, the importance of detailed freight modelling becomes very important, indeed, decision critical.
Recognising the gaps in their methodology, the agricultural entity opted for a rethink. “The approach was re-evaluated,” he says. “We suggested handling the freight calculations separately and then manually inputting the figures into their model, bypassing the tool’s limitations on
freight modelling.”
It is evident that for companies to harness the true potential of their supply chain, a more integrated approach to freight and network design is imperative.
There is a definite trend towards viewing nodes and functions in networks from an interconnected perspective.
“For example, you could make adjustments to your network that either decrease or increase freight costs,” Peter says. “There are implications to consider, such as the more nodes in your network, the higher the inventory levels you’ll carry. But higher inventory isn’t necessarily a drawback. With higher inventory, a business can maintain more safety stock. With the right freight strategy, this means fewer stockouts and a higher order fulfillment rate.”
It’s a symbiotic relationship where increased inventory can lead to goods being closer to the customer, translating into enhanced fulfillment rates, better service and market leadership – as well as lower carbon emissions.
The challenge is to strike the right balance: “Speedier fulfilment and lower emissions are great, but they must always be weighed against factors like customer service requirements, business maturity and budgetary constraints.”
Technology has introduced a new dimension to freight and network design, even though its potential has not been fully realised, Peter says.
“Modern transport (TMS) and freight management systems (FMS) allow companies to collect the necessary data for quality frameworks,” Peter says. “Though these systems have become more prevalent, most companies are still not using them to their full potential. The challenge remains in transforming this abundance of data into actionable information.
“You need individuals with extensive experience across a broad spectrum of scenarios,” to get the most out of the technology, but “that combination of talents is quite rare.”
Regardless, staying static is not an option. Technology will progress regardless, and it’s incumbent on businesses to start developing their technological capabilities lest they be left behind.
For companies taking the plunge into freight and network design or reimagining their existing structures, the question often arises: Where should one begin?
The first step, according to Peter, isn’t diving headlong into logistics or debating about the existing departmental silos. Instead, he emphasises starting with the heart of any business: its customers.
“Where we start is by bringing the right stakeholders to the table to define the customer service promise requirements,” Peter explains. This customer-centric approach ensures that logistical decisions align with the company’s promise to its customers.
Such considerations help determine essential decisions, from the mode of transport to proximity to customers. Drawing an example from the Australian context, Peter points out, “If we’re sending nuts, bolts, and nails, we’re not going to airfreight them – they’d go by road or perhaps rail.” This pragmatic approach, rooted in understanding the nature of goods and the transportation modes suited to them, ensures optimal logistics choices.
But it’s not just about the nature of the goods. Distance, geography, and infrastructure play a pivotal
role. As Peter outlines, in Australia, “road freight capabilities of covering up to a 1000 kilometres in 24 hours is achievable.” Such metrics offer a lens into how businesses can promise and deliver timely services to their customers.
While the process of network design sounds complex – and indeed it is –Peter simplifies it into a progression of steps. The journey begins with understanding the service promise to the customers. This is then aligned with the capabilities of the freight industry and the maturity of the business to manage bespoke freight strategies (faster, more reach and lower cost, but complex) or less mature requiring industry standard offerings (less reach, higher cost, but relatively simple). This leads to a high-level or “macro” plan. It’s this plan that acts as the springboard into a more granular analysis, adjusting nodes based on real estate, inventory, systems and population centres.
“In comparison to areas like North America and Europe, Australia’s network options are somewhat straightforward due to fewer large population centres and a predominantly importer-distributor nature. Nevertheless, the principles remain consistent wherever you are.
“Begin with your customer promise, understand your landscape and capabilities, and then iteratively refine until the network design aligns seamlessly with both logistical efficiency and customer satisfaction.” ■
Mushiny has added its new MIX ALL-in-one-goods-to-person solution to the market. The industrial automation company’s co-founder and CTO, Tony Huang, speaks to MHD about its unique advantages.
As Mushiny settles itself into the Australian and New Zealand (ANZ) market, it continues rolling out innovative labour-saving autonomous products for logistics warehousing – including its new MIX All-in-one-goods-to-person (GtP) solution.
The MIX is a flexible solution that integrates the storage and picking of pallets, shelves and totes within the same system. This allows the seamless picking of products that are large and small, or fast
and slow moving, into a single consolidated order.
It is also adept at handling both larger retail and e-commerce orders simultaneously. It can be deployed in a range of industries including 3PL, retail, e-commerce, fashion FMCG, medical equipment, manufacturing, and pharmaceutical.
Unlike a traditional GtP system, the MIX solution relies on AMRs to move PODs from the inventory area to the picking station, allowing the operator to stand at the station
and directly pick the product from the tote or shelf.
The MIX station enables products to be easily decanted into tote boxes, which are then robotically loaded into tote storage PODs. AMRs are deployed to transport these PODs for storage and retrieve them again when customer orders are available.
The MIX station unloads the totes with the required SKUs to enable
ergonomic, productive, and highly accurate order fulfilment. Shelf and pallet PODs can also be processed via the MIX for picking of larger or faster moving products.
“There’s no need for the operator to face the shelf, which makes it easier to use,” explains Tony.
“There’s less manual labour and a reduction of walking time. The operator doesn’t need to travel to 20 or 30 different locations in the warehouse. The operator simply needs to stand and pick products.”
Because SKUs are scanned into barcoded tote boxes there is no need to scan products at picking which promotes productivity.
“Operators can fit more products in the same footprint due to the AMRs ability to carry up to 1,500kg,” says Tony.
One of the many reasons why the MIX solution has a wide range of applications within intralogistics is because it can deal with small, medium, and large orders, totes, PODs, and pallets.
“Some orders involve both large and small products. If the product is too big for the tote, we can store it on a pallet or shelf and transport it to the pick station automatically,” adds Tony.
“Having separate pick processes for different-sized SKUs and then manually consolidating is costly, but with the MIX solution, operators can pick the goods directly into one preconsolidated order.”
It can also be used in refrigerated facilities dealing with cold chain due to its ability to operate in temperatures of minus 14 degrees.
In terms of safety, the MIX solution has a double-light guard protection at its workstations to ensure operator safety and that no goods are damaged.
“The decentralised nature of AMR solutions results in high operational fault tolerance; however, all equipment is at ground level and therefore very easy to access and service,” says Tony.
“Each MIX station has dual independent robotic tote handling mechanisms and tote buffering, so there is no single point of
mechanical failure. Mushiny can provide maintenance support for both software and hardware to its customers, with the local team in Australia able to install, update, and service the MIX solution.”
Software engineers at Mushiny’s headquarters in China can update the MIX solution’s cloud-based system and its support team is available 24/7.
Adaptability is one of the MIX solution’s strengths. It can be customised to various heights, support mixed PODs, interface with conveyor lines, and is flexible for various application scenarios.
With an AMR capacity of 1500kg and totes up to 30kg, the resultant POD maximises storage capacity and provides a high-density storage solution. The ability of Mushiny’s R-WMS to analyse SKU volume history and future demand enables PODs to be stored multi-deep, further maximising storage density.
The MIX station includes 42 tote locations to buffer hot products, eliminating the need for transportation to and from storage between batches. Combined with the high storage capacity of the tote POD and tote handling rate of the robots, pick productivity and throughput is maximised.
Full implementation from Order to Go Live typically only takes six months, and the modular design means there’s limited disruption to expand capacity or reconfigure the layout. It also makes it easier to configure a solution to an existing warehouse with layout constraints.
Investment for expansion is limited to adding robots, workstations or PODs, and can be enacted as the customer’s business grows.
Tony concludes: “Overall, if a business wants to have a flexible and adaptable GtP that’s safe, sustainable, efficient, saves on labour, and increases ROI, our MIX goods-toperson solution should be the number one on their list.” ■
In a world forever altered by the COVID-19 pandemic, our reliance on the internet for communication, transactions, and even commentary has grown exponentially. This shift has triggered historically low industrial vacancy rates, an accelerated embrace of e-commerce, and heightened customer service expectations. At the pinnacle of these expectations lies the delivery experience – a critical facet of modern commerce. Couple this with expanding urban populations and a shortage of essential labour skills, and the result is a challenging landscape where delivering more products with greater precision and fewer resources is the daily struggle. It’s no wonder that optimising the use of logistics assets has become a frequent topic in boardrooms. At the heart of solving this puzzle are Delivery Planning and Execution systems. But what are they, how are they evolving, and how do they drive value?
Bestrane, a prominent player in the supply chain solutions arena, offers a unique perspective on the evolving realm of customer deliveries. Their approach involves blending
commercially available Off the Shelf (COTS) solutions with their specialised Bestrane applications, and when necessary, crafting bespoke solutions to cater to specific needs. Bestrane is a forward-thinking company that constantly explores the potential of emerging technologies to revolutionise the last-mile delivery sector. Here, we delve into the insights shared by Bestrane’s Adam Welch, shedding light on the transformative role of Artificial Intelligence (AI) and Machine Learning (ML).
Adam emphasises the significance of these technologies in the world of route planning and their revolutionary applications. “Two of the many emerging technologies impacting the route planning world are certainly AI and machine learning,” he states. “Machine Learning technology is now being applied to data from route planning tools today to generate better plans for tomorrow.” A notable example comes from Descartes Systems Group, a global leader in route planning and execution, which recently acquired Foxtrot—a company specialising in advanced machine learning
algorithms that collect data during delivery operations. This data, in turn, provides instant feedback and valuable information to improve future planning.
In simpler terms, Foxtrot technology compiles data from real-time delivery experiences into an intelligent engine that analyses what truly transpired and suggests enhancements to the planning process. For instance, the designated “ship to” address for a delivery might differ significantly from the actual delivery point. Foxtrot recognises this difference and proposes routing trucks to parking locations rather than customer residences. Adam elaborates, “While the listed ‘ship to’ address might be 101 Bourke Street, which might take you to the reception desk, the actual delivery spot is located in Flinders Lane.”
While Machine Learning focuses on learning from data patterns, AI takes a closer look at behavioural aspects. Adam points out how AI captures data regarding driving behaviours through telematics. “On the AI front, we’re also collecting data from the vehicle itself,” he notes. This includes factors like harsh acceleration, braking, and
Bestrane’s Adam Welch delves into the future of route planning and scheduling solutions, how Bestrane keeps on top of it all, and how to implement and integrate effective solutions.The world of route planning is changing rapidly, with new technologies ready to be implemented.
cornering—behaviours that can lead to increased fuel consumption, higher maintenance costs, and potential accidents.
More importantly, this data is not just collected but acted upon. If the system identifies a driver with a habit of aggressive cornering, the AI and ML systems collaborate to alert and address the issue directly. “So, if a driver frequently corners harshly, the next time they log in for a route, the machine learning system recognises the driver’s history and, if necessary, informs the driver and provides corrective actions,” Adam explains. This personalised approach goes beyond generic training, improving driver behaviour, vehicle performance, and the organisation’s public image.
Another innovation making waves in the last-mile delivery sector is the location management system, What3words. Adam describes it as a system that wraps the entire world in a three-by-three-metre grid, with each grid identified by a unique set of three words. Its genius lies in its precision and simplicity, so much so that most emergency services in Australia now use it. When someone requires assistance but can’t pinpoint their exact location, this system can provide rescuers with their whereabouts using just three words.
These examples, according to Adam, represent exciting integrations that Bestrane is actively exploring. While numerous techniques and technologies exist independently, Bestrane’s goal is to connect them to provide enduring value to their customers.
But a critical question lingers: How can disparate technologies, each delivering specific value, be integrated into viable, long-term solutions?
Bestrane has the answer—a dedicated “Labs division” designed to address two common scenarios when engineering “End-to-End” customer fulfillment solutions:
• Firstly, addressing functionality gaps in commercially available Off the Shelf (COTS) solutions; and
• Secondly, building integration capability to Communicate, Transform, and Enrich data, allowing COTS applications to function more effectively.
For instance, Bestrane has developed an innovative tool known as the Order
Generation Solution (OGS). This tool predicts when shipments are needed, pre-empting the need for direct orders—a technological equivalent of understanding a customer’s needs before they articulate them.
But Bestrane’s expertise goes beyond predicting shipment requirements. Many ERP systems excel at managing financial data but fall short in handling the operational data needed to solve real-world problems. Modifying or replacing ERP systems can be a costly and time-consuming endeavour. Instead, Bestrane leverages existing data, transforms it, and enriches it to provide superior information to their planning tools. This approach underscores Bestrane’s commitment to delivering tailored solutions without the need for expensive overhauls—a boon for businesses in today’s economic climate.
Clients now seek Customer Delivery Planning and Execution solutions for value beyond cost reduction. Adam identifies two pivotal areas: Firstly, a company’s ability to guarantee punctual and accurate deliveries, which Descartes addresses with its recent acquisition of Localz. Localz specialises in real-time route progress tracking, notifying end customers about their deliveries’ status, and minimising costs associated
with futile deliveries. It even introduces gamification to enhance driver performance.
Secondly, environmental responsibility is gaining significance. Companies aim to strike a balance between prompt deliveries and sustainable operations. Adam highlights, “Customers are increasingly interested in understanding a company’s environmental practices.” Efficient route planning not only economises resource use but also reduces greenhouse gas emissions, aligning with sustainability commitments.
Adam’s observations on sustainability are reinforced by international research conducted by Descartes. Their 2023 Home Delivery Sustainability Report reflects consumer opinions on retailers’ eco-friendly measures in delivery operations. This extensive study involved 8000 participants from various nations and revealed that 43 per cent believed retailers effectively implement sustainable delivery strategies. More than 60 per cent expressed interest in green delivery methods, and 59 per cent were willing to take action if retailers’ sustainability efforts fell short.
Bestrane’s close relationships with technology vendors empower them to recommend top-notch solutions to customers. For instance, managing complex routes for waste collection often requires specialised applications like Routesmart. Bestrane is also excited about the forthcoming launch of Descartes Route Planner Live, which promises to address most of the challenges discussed in this article with a new User Interface and advanced mapping technology.
However, companies like Descartes rely on key partners like Bestrane to ensure that off-the-shelf solutions integrate seamlessly, are refined, and align perfectly with individual business operations. This collaboration underscores the importance of Bestrane Labs—a testament to Bestrane’s commitment to delivering comprehensive solutions.
The landscape of Customer Delivery Planning and Execution systems remains a specialised field, with very few ERP systems effectively providing these capabilities. And Bestrane has the know-how to manage the vast array of value-adding technologies. ■
Bestrane’s close relationships with technology vendors empower them to recommend topnotch solutions to customers.
For Tilling Timber, a family-owned business that’s seen 60 years of operations, innovation has never been a mere buzzword but the crux of its evolution. From the Kilsyth head office in Melbourne to its sites in Sydney, Brisbane, Adelaide, and Perth, Tilling’s commitment to improvement and efficiency is palpable. As Adrian Robertson, the CEO of Tilling Timber, describes it, the enterprise is built upon a history of providing the best of the best to its customers.
As the company celebrates its diamond anniversary, it continues its journey into integrating cutting-edge solutions.
“We’ve always been an innovative
company, often leading the market with new ideas,” Adrian shares. He paints a vivid picture of a company that never rests on its laurels, recalling how Norman and Judy Tilling were early adopters of the Weinig moulders in Kilsyth. Their zest for innovation continues, with Tilling being the first in Australia to utilise Combilift’s side loaders.
The collaboration with Combilift has spanned two decades, marking it as one of Tilling’s most enduring and rewarding partnerships.
“We’ve had a relationship for about 20 years,” Adrian says. Of the numerous benefits of this partnership, the Combi-SS slip sheet’s introduction,
used for container devanning, emerges as a key part in redefining Tilling’s supply chain operations.
However, the journey to this transformative solution stemmed from a series of challenges. Adrian vividly recalls the precursors: “Just before COVID, we faced many supply chain problems, especially with shipping lines.” The imbalance of containers at Australian ports was not only a logistical hurdle but also a significant strain on the company’s finances due to prolonged detention fees.
The search for a better way to manage these containers led Tilling to delve deeper into its relationship with Combilift. And the Combi-SS
slip sheet became the answer to their prayers. “The Combi slip sheet enables us to bring a container in, unload the material, and then the truck departs. We only deal with storing the material afterward,” Adrian explains. This approach substantially curtailed the time containers remained on hire, resulting in significant savings. But more than just a financial boon, it proved to be a safety enhancement. “We minimized the risk, saving costs by unloading containers ourselves,” Adrian says, underlining the benefit of keeping drivers away from bustling yards filled with forklifts.
While the financial metrics provide one side of the success story, with Return on Investments ranging from 12 to 24 months across various sites, the operational benefits offer an equally compelling tale.
“The main advantage we’ve observed in Melbourne is the variety of containers we’re unloading. Initially, I believed we’d only handle long timber packs. Now, we can manage short ply packs,” Adrian says, showcasing how the versatility offered by Combilift’s solution exceeded initial expectations.
As the timber landscape continuously evolves, Tilling remains firmly rooted in its ethos of progress, collaboration, and innovation. The ongoing investment in machinery, such as its
state-of-the-art timber treatment facility, combined with Tilling’s focus on automation, mechanical lifting, and product optimisation, aptly demonstrates its forward-thinking approach.
“Working with Combilift, we’re not only improving the slip sheet machine but also developing new lifting mechanisms with traditional forks,” Adrian enthuses, hinting at a future filled with even more innovation and collaboration.
In Adrian’s telling, Tilling’s relationship with Combilift has been one of the smoothest business associations they’ve enjoyed. And with a fleet of 450 forklifts across the
nation, the synergy between Tilling and Combilift is poised to continue breaking barriers and setting benchmarks for the industry.
As Tilling Timber continues to lead and shape the Australian timber market, its embrace of technology and its robust partnership with Combilift stand as testaments to its enduring commitment to excellence.
Adrian’s words encapsulate this sentiment: “Our investment in machinery continues. Working with Combilift, we’re not only improving the slip sheet machine but also developing new lifting mechanisms with traditional forks, enhancing safety and flexibility.” ■
Earlier in 2023, Körber introduced its new Support, Delivery & Operations organisation globally. Its Director of Global Field Services & Robotics, Kurt Seafield, explains to MHD how this new iteration of SDO is helping the company’s clients with their software and hardware queries.
Körber has a long history of delivering cutting-edge tailored software and warehouse solutions in supply chain. But cuttingedge solutions won’t cut it unless there’s the reliable customer support – both before and after sale and implementation – to back it up.
While Körber has long provided such support, recently the company streamlined its support functions by bringing them together in one mission-oriented organisation: Support, Delivery & Operations (SDO).
It’s a new organisation that has evolved out of the best of prior practices and experience. Körber’s SDO combines various cross-functions related to customer support, delivery of solutions, services, and ongoing operations. Its purpose is to provide an integrated approach, and to ensure customer success throughout the entire journey with the company.
Creating today’s effective SDO has involved combining hardware as well as software – such as robotics, voice, and mobility, and its large software portfolio – under a single umbrella. The bottom-line objective for Körber’s SDO is to respond to customer queries and offer them the support they need when they need it.
Whether Körber customers utilise one of the above, or all of them, now they have a one-stopshop for support.
Kurt Seafield, Director of Global Field Services & Robotics, leads all support
functions in the APAC region and Global Field Services. He’s responsible for Körber’s AMR/Robotics and voice and mobility business units globally while ensuring the success of its regional software support function.
His team consists of a first line support desk answering inbound calls, engineers handling tickets across products and providing support to customers experiencing issues with AMRs, voice mobility and software.
“Our first line support desk is the first to pick up tickets,” says Kurt.
“They are working crossfunctionally, which means whether it’s a software, Robotics/AMR or voice issue, these operators are trained across all business units so they can run basic diagnostics before passing the matter onto an Level 2 engineer who understands the project or the solution in more technical detail. This is all part of our effort to streamline Körber’s processes.”
Support teams have been strategically placed in multiple regions around the globe including APAC, EMEA, and the Americas. Körber adheres to a follow-the-sun-model for its first line support desk operators.
“The APAC admin team looks after all our customers’ daily needs,” explains Kurt. “They conduct maintenance planning, arrange for spare parts to be sent out, and general enquiries. ”
A ticket is generated when a customer calls the first line support desk. Engineers are the first point of contact and respond to their queries – this is all dependent on which
business unit is required. These units are Warehouse Advantage, 3PL, AMR/ robotics, and voice and mobility. The relevant technician and/or engineers then get involved to support their customers and team members provide them with a resolution.
Kurt’s team consists of several team members. The first line support desk leader is Karren. She’s based in the Philippines and is responsible for the entire APAC first line support desk and is the first port of call when customers need support.
Paul, the AMR/Robotics leader for APAC is based in Sydney and facilitates all functions across that business unit. He works with customers daily on ensuring their AMR fleets operate efficiently. Together with his team, he also drives Körber’s continuous improvement initiatives to guarantee customers are provided with technical best practice initiatives and operational excellence advice.
Eric is Head of Support in APAC. He leads Körber’s software support and voice and mobility support engineers. These teams support all technical tickets generated either by its AI monitoring tool or customergenerated tickets.
Körber’s support model includes a combination of real-time monitoring, predictive analytics, and AI-driven diagnostics. These help identify and address potential issues before they impact operations.
Post-implementation support
involves continuous communication with customers, regular health checks of the systems, and providing updates on new features and improvements.
“We have implemented several solutions to drive customer success with regards to real-time monitoring,” explains Kurt. “Some of these systems include Moogsoft for AIOps, Data-Dog APM, PagerDuty and Logic-Monitor.”
Moogsoft involves AI automatically correlating related alerts from all systems into the same incident, dramatically reducing alert noise and detecting potential outages.
“This tool monitors all our systems, and reduces the level of noise significantly,” says Kurt. “It does this by delving into the underlying cause of a potential problem, removing the fog, to help us clearly see the issue at hand.”
Data-Dog APM is an Application Performance Monitoring tool giving deep visibility into applications with out-of-performance dashboards for web services, queues, and databases to monitor requests, errors, and latency.
PagerDuty provides reliable notifications, automatic escalations, on-call scheduling, and other functionality to help teams detect and fix infrastructure problems quickly. Logic-Monitor is a platform designed for troubleshooting, managing, and maintaining networks, data hubs, servers, cloud storages, and more.
Software problems can be fixed remotely any time whereas hardware issues are usually fixed during the day and can be done either remotely or
on-site. Körber’s SDO also helps guide partners – who have been onboarded and undertaken extensive training –when they’re repairing solutions at customers’ facilities.
Teams across APAC, EMEA, and the US can create a seamless and efficient global workflow by capitalising on their geographical time differences. This collaboration strategy enables around-the-clock productivity and ensures that each team can utilise the expertise and resources of their counterparts during their respective night-time hours.
The benefits of this are adherence to quality and standard of providing support, and alignment across the board to ensure a seamless customer experience.
The operating model for SDO involves collaboration across departments, streamlined communication channels, and a focus on proactive support. Cross-functional teams cooperate to ensure a seamless customer experience, from initial handover to support to daily ongoing operations.
Körber is improving its ticketing, self-service, monitoring, and alerting by enhancing the efficiency of issue tracking and resolution. Monitoring and alerting systems ensure that potential issues are detected early, allowing for quick response and minimising downtime.
“Currently, there are 25 per cent fewer tickets since we have
implemented some of our SDO initiatives,” explains Kurt.
“Our average resolution time improved for FocusNow customers by more than 60 per cent. We proactively mitigated 100+ customer high impact alerts in June.”
Since implementing its latest tools, Körber’s average ticket ageing has been reduced by 68 per cent, and licensing queue and first assignment resolution by 80 per cent. The average case resolution time is under a single day, and 20 per cent of backlog growth has been reduced.
Körber’s SDO goals are expertise, responsiveness, proactive support, customer-centric approach, and continuous improvement.
By expertise, Körber is referring to building a globalised support and operational organisation by investing in developing existing talent and adding highly skilled and knowledgeable professionals.
Responsiveness and proactive support are related to Körber’s global support and operations organisation being available 24/7 with “eyes on screen” to respond to customer enquiries quickly and efficiently.
Additionally, they utilise a modern “observability stack” in identifying potential issues and providing preventative measures to avoid them and ensure that their customers’ supply chain systems are operating at peak performance.
Körber’s new processes and systems enable it to provide improved focus and responsiveness at scale. Attributes, configurations, entitlements, knowledge articles, contacts, history and special handling notes are all intelligently integrated in its interactions with its customers.
Its SDO model has significantly improved its customers’ daily operations by ensuring continuous and reliable expert assistance and offering proactive measures to minimise disruptions. Körber is a highly regarded partner in the supply chain industry, known for its innovative solutions, efficient project execution, and reliable support. ■
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Argon & Co has recently revised and updated its ESG and sustainability offering. But why is ESG important? Why now? And where should companies start? MHD asks Argon & Co’s Frans Verheij and Maxime Van Hees these and other questions.
In an age where sustainable business practices are no longer just nice-to-haves but imperatives, Argon & Co is leading the charge in integrating Environmental, Social, and Governance (ESG) considerations into all its consultancy offerings. For this global management consultancy, ESG isn’t merely a buzzword or a checkbox but a driving force.
“Humanity must work together towards the common goal of amplifying future living environment by considering sustainable practices throughout every aspect,” says Maxime Van Hees, Consultant at Argon & Co.
“It starts with a personal driving force. It’s about recognising that change is needed, especially in a business context.”
But, of course, it’s not only about personal conviction. External and internal corporate pressures make it increasingly difficult for businesses to ignore the call for sustainable operations.
Maxime highlights the “increased regulation in Europe and America, shifting consumer patterns, the financial market’s inclination towards sustainable businesses, and Climate Change affecting supply chains” as significant drivers in the push towards sustainability.
Frans Verheij – Former Partner of Argon & Co, who now occupies an emeritus Strategic Advisor position – builds on Maxime’s latter point, noting the increasing importance of regulatory compliance.
“The government is taking action on issues like carbon emissions,” he points out, indicating that the days when businesses could choose whether to be sustainable are fast receding. “Soon, businesses won’t have a choice:
the government will require them to be sustainable.”
And it’s not just the regulators businesses have to be wary of. In the age of social media and global connectivity, consumers are more informed and more vocal than ever before. Companies that don’t align their operations with sustainable and ethical considerations can suffer catastrophic consequences.
“For instance, one of the most famous sport fashion brands faced backlash years ago for child labour allegations, halving its brand value overnight – a cautionary tale that we must all learn from,” Frans notes.
Yet, beyond the regulatory and consumer pressures, there is an elemental, undeniable reality that businesses must face.
“We have limited natural resources,” Frans continues, expressing his disappointment at the promotion of natural gas consumption in Australia. “Given the finite nature of such resources and the existence of sustainable alternatives, it’s time we re-evaluated our priorities.”
The vast expanse and abundant resources of Australia present both unique challenges and opportunities for businesses venturing into the realm of sustainability. Delving deeper into the intricacies of ESG integration within supply chains and operations, Maxime and Frans shed light on the journey businesses must undertake in the Australian landscape.
“The key,” Maxime begins, “is for every business to adopt a sustainability strategy and vision. The first thing is actually to commit to have one and set out the main priorities and targets.
But after that, there are myriad opportunities that can be tapped into.”
Emissions and waste reduction, product development, circular economy, transport efficiency, alternative energy sources, and smart planning emerge as leading frontiers for businesses to reimagine and reinvent.
“We should think about environmentally friendly alternatives, ethical sourcing, and treating waste as a resource for new applications,” she continues.
Identifying these opportunities – let alone executing on a strategy that would make the most of them – is no easy feat. But the journey of a thousand miles begins with a single step. The trouble is many Australian companies falter even at that outset, unsure of which direction to take.
“Companies often want to become sustainable but don’t know where to start,” Maxime explains. “Moreover, even as companies venture forth on this path, many grapple with measuring their impact and reporting it, often stumbling because of a lack of resources.
Frans, echoing Maxime’s sentiments, highlights a critical aspect of this journey: leadership.
“This shift needs to start from the boardroom,” Frans says. “While Australia’s immense resources and vast landscapes might have lulled companies into a sense of complacency in the past, the time for action is now. A few pioneers, like Patagonia, are setting the pace, but many still lag.”
But while leadership must come from the top, the demand for such leadership is coming from below: “Younger generations value sustainability; statistics suggest 45 per cent would leave a company that isn’t
environmentally responsible.”
So
“Sustainability isn’t a standalone proposition or discrete service Argon & Co offers,” Frans says. “It’s not compartmentalised like, say, procurement. Instead, sustainability is seamlessly integrated into every project undertaken by Argon & Co.”
Take warehouse and logistics network design, for instance, which Argon & Co consults on. Far from focusing only on cost-efficiency or swift lead times, it embeds sustainability credentials, “like a seven-star green rating for the building,” which includes innovative solutions like “installing solar panels on the roof or recycling rainwater”.
“The goal is to not only determine the fastest or cheapest way to reach a customer but also the most sustainable way,” Frans says.
Sustainability isn’t an isolated project for Argon & Co: it’s a vital layer that sits across all their business transformation offerings, projects, and solutions.
While sustainability’s core importance at Argon & Co isn’t new, the explicit emphasis on it is a relatively recent development. This shift has been evident in the past year, reflecting market dynamics and the growing demand for sustainable solutions.
Frans observes a marked evolution in the market landscape, noting, “A few years ago, you wouldn’t find many procurement officers in ANZ with titles like ‘Sustainability’ or ‘Ethical
Sourcing,’ but now, many have adopted such titles.”
“Although sustainability has always been important, we’ve recently started giving it explicit attention,” Maxime adds. This manifested this year when Argon & Co developed a renewed dedicated sustainability service offering.
Argon & Co’s sustainability service offering expands its prior strategy and transformation expertise. The consultancy assesses, designs and embeds ESG strategies, sustainability assessments & benchmarks and ESG due diligence frameworks. It leverages its existing expertise to drive sustainable operational improvements in every aspect of the end-to-end value chain and leverages its understanding of ESG regulations by supporting sustainable culture and providing learning and best practice.
Argon & Co’s foray into deeper, explicit sustainability practices is not just a reactive change; it reflects the company’s proactive adaptation to the global market’s pressing needs and the larger responsibility businesses have towards the planet. Argon & Co’s responsibility is to deliver a positive impact – and not only as a response to market demand.
Behind the strategic offerings and corporate decisions of Argon & Co, there lies a genuine, deeply personal commitment to sustainable change. This commitment is mirrored in the convictions of both Maxime and Frans. Their dedication isn’t just rooted in market trends or client demands but stems from a personal sense of responsibility and a heartfelt yearning
to make a positive impact.
Maxime’s motivations are both earnest and simple. “I believe we have a responsibility to act,” she says, articulating the sentiments of many in today’s world who feel the weight of ongoing environmental challenges. She is driven by a desire “to make positive contributions wherever possible and to always remain mindful of our planet.
Frans, a foundational pillar of Argon with 16 years under his belt, offers a deeper glimpse into his personal journey. His passion for sustainability is not just a recent corporate initiative but is ingrained in his lifestyle choices. “I pick up rubbish with my kids at the beach; my house runs completely on green energy – I’m that guy,” he laughs.
“If it doesn’t stem from this genuine intent – if companies don’t care in their very being – then I think this can lead to using ESG or sustainability as mere marketing tools or engaging in greenwashing.
“It will not be easy. We need to look after our planet and our communities for future generations, I don’t want to imagine a world where my grandchildren are unable to enjoy the planet and social relationships I have,” Frans concludes. “And if that is not enough; with consumer awareness increasing, resources becoming scarce, regulatory requirements increasing and sustainable business models being most cost effective, it makes good business sense to act now. Together, we have no choice but to create a path towards a more sustainable and socially responsible world.” ■
The vast and intricate world of the freight and logistics industry is witnessing a surge, both in terms of volume and diversification. With more players entering the scene —particularly those focused on last mile logistics — and the increasing complexity due to customer requirements and the fragmented nature of the industry, the need for standardised systems has never been more evident. Given the challenges, such as limited connectivity and the absence of electronic information exchange, there’s a pressing demand for interoperability and capturing key transport instructions via barcodes.
Michiel Ruighaver of GS1 sheds light on how the logistics world confronted challenges in the past: “Around 2017, the industry approached GS1 about the challenges caused by the myriad of transport labels across the industry. Each carrier had its unique format. So, they spoke different ‘languages’ – to use an analogy.”
Such inconsistencies were problematic, especially for large shippers dealing with multiple transport companies. That’s why Scan4Transport was introduced as a “standard format, initiated in 2019, with a global group of shippers,
logistic service providers and solution providers from 21 countries. This standardised the transport industry’s language.”
Traditional information like delivery addresses was incorporated directly into the logistic label’s 2D barcode, aiding in first- and lastmile deliveries. However, Michiel says there was an emerging challenge: the inability to encode freight temperature requirements in a standard format.
In the logistics sector, there are instances when providers deal with freight without an electronic manifest, relying instead on paper or waiting for the electronic version. In such cases, manually entering transport requirements becomes the norm. While the existing Scan4Transport standards have successfully managed requirements such as Ship-To Address or Authority to Leave, the introduction of Freight Temperature Requirements has been a game-changer.
“Now that we have a standard for it, many more carriers can adopt it,” Michiel says. “The main goal is to provide all relevant information in a scannable format, minimising errors.
“These new standards aren’t just about maintaining temperature requirements. They bring a transformative change. For instance, in
the past, temperature-sensitive freight might have a label that changes colour when the temperature goes above a set limit. However, you’d only know there was an issue after the fact. Now, carriers can capture the temperature requirements electronically, allowing for proactive measures.”
This proactive approach ensures that the logistics companies remain ahead of potential challenges, drastically reducing points of failure.
It was essential to involve various industry leaders in the development of these standards. Michiel emphasises the collaboration, noting that players like Freightways, 4Technology, Escavox, and the University of Melbourne played pivotal roles in ensuring the Freight Temperature Requirement AIs were a success. Implementation of the new temperature AIs is relatively simple for those already utilising the original Scan4Transport standards – but for those who haven’t, they should begin that journey today.
“It’s relatively simple – as a common business language should be,” says Michiel. “With a standardised approach, parties scanning a barcode can see whether a temperature encoded in a barcode, for example ‘0
The world of logistics is forever evolving, and the new Scan4Transport standards make it even easier for the industry to manage temperaturesensitive consignments. With freight volume on the rise, universal barcoding solutions are becoming the need of the hour.
degrees,’ is a minimum or maximum temperature for the freight due to GS1 application identifiers (qualifiers) used to define the data. Having standards simplifies the implementation process compared to proprietary formats which vary from company to company. If you setup your system using GS1 standards, future enhancements become easier than proprietary systems.” With GS1’s Scan4Transport standards, it’s like updating a dictionary: “Every new year, a few new words come out.”
Michiel also touches upon the question of why there is a particular emphasis on temperature control now.
“Many businesses aim to improve quality and reduce waste. A robust approach to temperature control helps in this endeavour,” Michiel says. He further adds that enhanced visibility in the supply chain can mitigate waste. “Take fresh produce suppliers, for instance. If their products go outside a certain temperature range, it reduces the shelf life. Fresh produce and dairy products might have a specific shelf life, but if subjected to inappropriate temperatures, their ‘use-by’ date shrinks.”
Focusing on the food and beverage supply chain specifically, Michiel notes that businesses often have
to navigate a maze of regulatory requirements. Different countries have varied requirements for demonstrating traceability, safety, and quality.
“GS1’s global standards act as a bridge,” Michiel notes. “They provide a global standard which enables businesses to demonstrate compliance and simplify international trade, irrespective of where their products are headed.”
Furthermore, as trade agreements evolve and consumer demands shift, the industry needs to remain agile. Michiel believes that GS1’s continuous evolution and adaptation to changing market needs position it as an indispensable ally for supply chains – including food and beverage, pharmaceuticals, and many others.
To fully understand the potential of the Scan4Transport’s new application identifiers, one only has to look at the industry’s trajectory. With the rising demand for temperature-specific freight handling and the collaborative spirit of global logistics leaders.
The future, it seems, is looking increasingly cool. ■
To learn more about Scan4Transport, scan the QR code.
“
The main goal is to provide all relevant information in a scannable format, minimising errors. These new standards aren’t just about maintaining temperature requirements. They bring transformative change.While the existing Scan4Transport standards have successfully managed requirements such as Ship-To Address or Authority to Leave, the introduction of Freight Temperature Requirements has been a game-changer.
Project G Generative AI, available via Geotab Data Connector, will provide powerful insights related to vehicle performance, efficiency and more.
Geotab, a global leader in connected transportation solutions, is taking the data experience in Australia to new heights with its industryleading capabilities. The company recently announced the beta launch of Project G, which introduces Generative AI models into its platform, as an analytics digital assistant that can answer questions through a chat interface linked to Geotab Data Connector.
Project G sets a new standard for the industry, empowering participating customers in Australia to effortlessly access on-demand insights on vehicle performance, efficiency, and sustainability. From idling times to fuel economy comparisons, vehicle usage, cost savings, and beyond, Project G delivers comprehensive, digestible information with ease.
By harnessing the power of natural language models, Project G reduces time-to-insight for customers and transforms the process of analysing fleet data into a simple and intuitive
experience. Project G is built on privacy-by-design principles and keeps all customer telematics data within Geotab’s environment, never shared with any Large Language Model (LLM).
“With Project G, we’re taking a giant leap forward in demonstrating the impact of Generative AI in the connected transportation landscape. We’ve long been recognised as leaders in data intelligence and AI, leveraging artificial intelligence and machine learning models for years,” says Mike Branch, Vice President of Data & Analytics at Geotab. “This breadth of experience presents us with a unique opportunity to analyse vast amounts of fleet data, identify patterns, and generate invaluable recommendations to optimise operational efficiency and performance.”
“As we introduce Project G to Australia, we’re embarking on a transformative journey that merges generative AI technology with our region’s unique transportation landscape. This beta project underscores Geotab’s commitment to providing innovative solutions that empower
businesses across Australia to optimise their fleet operations seamlessly,” says David Brown, Assistant VP, APAC, Geotab. “Project G opens doors to actionable insights, leveraging Generative AI to enhance vehicle performance, operational efficiency, and sustainability, ultimately shaping the future of connected transportation in Australia.”
Over the past year, Generative AI has become a significant area of focus and organisations worldwide are exploring its potential to drive customer and performance business efficiencies. According to Statista, the value of Generative AI is expected to show an annual growth rate (CAGR 20232030) of 24.31 per cent, resulting in a market volume of US$4bn by 2030 in Australia.
Geotab has a strong history of AI innovation and is leveraging this expertise with customers in the beta project. With more than 55 billion data points processed daily across more than 3.7 million connected vehicles, Geotab stands at the forefront of this transformative technology. With one of the industry’s largest data science teams, dedicated to data and artificial intelligence, and with a global presence spanning 165 countries, Geotab possesses the expertise and scale necessary to train powerful AI models, unlocking unprecedented value and efficiency for its customers.
“The beta project is an exciting collaboration with select customers,” explains Mike.
“We are able to align real-world requirements and challenges with data science expertise to learn, adapt and evolve capabilities. The possibilities are limitless, and we’re committed to delivering cuttingedge solutions that make data easily accessible for our customers." ■
For more information, visit https://www. geotab.com/project-g.
We are happy to announce the launch of our new 0.2t A series lithium storage assist vehicle. This is a compact and flexible vehicle that is perfect for picking small goods in warehouses, hardware stores, supermarkets etc. The unit has a 100kg hydraulic powered picking table, and also 115kg capacity lower storage tray.
The 24v/125ah lithium has fast and opportunity charging which greatly improves working efficiency.
Even at great heights, the operator feels confident thanks to the all-around safety protection, such as automatic closing doors, right and left hand sensing, front and rear flashing lights, tilt switch sensor etc. All these will help ensure operators are in the correct position as they operate the equipment, resulting in fewer injury risks and less potential downtime.
The AC motor significantly reduces the maintenance costs and downtime. Maintenance free lithium batteries reduce downtime and provide greater life span than traditional wet cell or gel batteries.
With over 200 units in stock and a new spare parts division our dealer network can support all your needs.
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Vanderlande is finalising more deals with customers wanting to automate their warehouses with the company’s FASTPICK goods-to-person and ADAPTO solutions. MHD found out more from Roald de Groot and Paul Stringleman.
Since its establishment in 1949, Vanderlande has been a market leader and global partner for future-proof logistic process automation in the warehousing, airports and parcel sectors. Its extensive portfolio of integrated solutions – innovative systems, intelligent software and life-cycle services – results in the realisation of fast, reliable, and efficient automation technology.
Its warehousing solutions are the first choice for many of the largest global e-commerce players and retailers in food, fashion and general merchandise across the globe. The company helps them to fulfil their promise of same-day delivery for billions of orders, with nine of the 15 largest global food retailers relying on its efficient and reliable solutions.
Among its many solutions, is its FASTPICK goods-to-person (GtP) order fulfilment system, including robot arm picking, designed to achieve greater speed and efficiency, and above all, support continuous operations with less dependency on labour.
Robots can pick more accurately than people – with less errors – and they can also work 24/7, which does away with the need for shifts. Vanderlande estimates the return on investment when implementing robotic item picking can be as short as two years. They can also tackle labour scarcity as it affects many warehouses worldwide.
The FASTPICK is not only efficient but can be installed on a limited footprint. This is why LYKO, the Swedish hair and beauty specialist with
the market’s widest range of products, 32 fully owned integrated stores and salons in Sweden, Norway, and Finland, as well as business-to-business operation with two factories in Sweden for the production of beauty products and an online store, has chosen this particular Vanderlande solution to automate its new Vansbro warehouse.
“This solution gives us the capabilities we need to scale our business in a cost-efficient way –it will therefore support our plans for growth and help us expand into Europe,” says Rickard Lyko, LYKO’s CEO and founder.
“By increasing our capacity and providing us with the efficiency we need through integrated robot technology, Vanderlande has shown that it best understands our needs.”
The two companies signed a contract for the installation of Vanderlande’s FASTPICK. LYKO’s greenfield warehouse is scheduled to open in 2025 and will be its largest automation project so far. The scalability and flexibility of Vanderlande’s solution provides the opportunity for further extension.
The FASTPICK includes the ADAPTO automated storage and retrieval system (AS/RS): 216 ADAPTO shuttles will be able to access more than 152,000 product locations across 27 levels and 40 aisles. The innovative system will be capable of
handling 45,000 orders daily.
The contract also includes 15 GtP workstations, three of which are equipped with robot item pickers from Vanderlande’s portfolio of Smart Item Robotics. In addition, all the manual workstations, including those for decanting, are height adjustable to minimise lifting duties for operators. The system also includes Vanderlande’s POSISORTER shipping sorter.
“We listened closely to what the LYKO project team needed, and we’re delighted that they chose our stateof-the-art technology to help realise their expansion plans,” explains Vanderlande’s Executive Managing Director Warehouse Solutions, James Cotton.
“The FASTPICK solution offers the company the flexibility and sophistication it requires to handle an extensive range of products and deliver orders to customers as quickly as possible. We look forward to the installation and forging a long-term partnership with this dynamic company.”
Vanderlande’s digital suite of software services drives the FASTPICK. During the entire process, the system handles items as gently as possible, which makes it an ideal solution for LYKO, with its stock of fragile and
expensive products, such as bottles of perfume.
Thanks to advances in artificial intelligence, machine learning robots are now capable of picking items they have never encountered before. Like their human counterparts, they can deal with changes in packaging and the introduction of new product lines.
Ever-more sophisticated suction cup and gripper technologies have been introduced that allow their robots to handle an increasingly broad variety of items although some are better at dealing with certain product ranges than others. Fashion companies mightn’t choose picking solutions because they’re not suitable for sorting general merchandise whereas it’s appropriate for pharmacological and beauty products and parcels.
“Whatever the situation, the key to successful robotic item picking is to manage the inflow to guarantee that they only receive items that they can handle,” says Paul Stringleman, Sales Director Warehousing Solutions, Vanderlande.
“This can be ensured with a solution based on autonomous mobile robots (AMRs), or with a shuttle-based
solution based on your needs and requirements, which Vanderlande can advise on.”
For the highest throughput and storage density, Paul recommends the shuttle-based automated storage and retrieval system (AS/RS) equipped with goods-to-picker (GtP) workstations. When correctly integrated, position robots at GtP workstations can deliver great results – and without the need for any breaks. The robot can easily manage to keep up with a presentation of more than 600 carriers per hour.
“A key ingredient is an intelligent AS/RS that possesses sorting and sequencing capabilities, routing individual items straight to picking robots that have been configured to handle certain product characteristics,” adds Roald de Groot, Sales Director Warehousing Solutions, Vanderlande.
“Just as importantly, the system should send any items that cannot be dealt with by the robots to manual picking stations. That way, you can get the most out of your integrated warehouse operations.
“Vanderlande’s shuttle based AS/ RS ADAPTO can do just that, and thanks to its modular construction, it can be easily expanded to add more shuttles and robots for even higher throughput rates.” ■
With a focus on sustainability spanning over 30 years, Toyota continues to be at the forefront of ecological innovation. MHD delves into Toyota’s enduring dedication to environmental conservation and highlights its most recent strides in sustainable materials handling.
In 1992, Toyota Motor Corporation unveiled its visionary approach titled, ‘A Comprehensive Strategy for Global Environmental Concerns: Earth Charter.’ This pivotal declaration laid the foundation for Toyota’s progressive approach to their environmental goals.
While Toyota had always been recognised as a pioneer in maximising efficiency while economising on resources, the 1992 “Comprehensive Strategy for Global Environmental Concerns: Earth Charter” marked a significant shift. Reflecting on the past 30 years, it was a commendably early recognition of the need for sustainability, particularly highlighting climate change.
“The foremost challenge facing humanity is ensuring that we bequeath
a rich natural environment to the generations to come. Everyone needs to pay heed to this concern,” the Earth Charter of 1992 states. “This challenge doesn’t recognize borders – global issues like climate change require a united, global effort.”
The Charter’s “Comprehensive Strategy” focused on innovating technology to decrease the ecological impact of cars and their manufacturing plants. Additionally, it aimed at expanding environmental initiatives through Toyota’s worldwide production, marketing operations, and even extending to its suppliers, distributors, and dealers.
Since 1992, Toyota’s commitment to the Earth Charter has been consistently fortified. In the recent past, Toyota Industries Corporation
emphasised its “Environmental Outlook,” making “climate change mitigation” their paramount environmental concern. Furthermore, in 2015, Toyota Motor Corporation launched the ‘Toyota Environmental Milestone 2050,’ presenting a series of challenges for its global subsidiaries, including:
1. A 90 per cent reduction in CO2 emissions from new vehicles (using 2010 as a reference);
2. Complete eradication of CO2 emissions in operations;
3. Zero CO2 emissions from dealers and suppliers;
4. Emphasis on water conservation and safeguarding water resources;
5. Advocacy for a recycle-centric society; and
6. Focusing on biodiversity
conservation, species protection, and habitat rejuvenation.
Toyota Material Handling Australia (TMHA) has commendably achieved, and in some cases surpassed, these lofty goals. For instance, the Toyota Industries Corporation had set a goal to cut emissions by 26 per cent (from the 2012 fiscal year) by 2021. Yet, Toyota’s European plants, some of which produce equipment for TMHA, achieved an impressive 31 per cent reduction.
Glen Ryan, Product Manager at TMHA, highlighted that traditionally, forklifts exceeding 3.5 tonnes mostly relied on internal combustion (IC) engines over electric power.
“But in early 2019, we introduced to Australia our innovative 8 FBMT and 9 FBMT series,” Glen says. “These represent our battery electric forklifts in the 3.5 to 8.0 tonne range. Previously, such weight ranges would require IC forklifts, leading to not only environmental concerns but also health issues for operators exposed to exhaust. Our new range eradicates these concerns, prioritizing the operator, surrounding workers, and the environment.”
Michael Marks, in charge of Warehouse MHE products at TMHA, pointed out that Toyota’s R&D has predominantly been dedicated to optimising its battery-electric range, aligning with Toyota’s principle of perpetual enhancement.
“The evolution we see today is not just in machinery efficiency but also in the batteries that power them,” Michael observes.
Michael elaborates on the advantages of lithium-ion batteries over traditional lead-acid ones. “Unlike lead acid batteries, which need about eight hours to charge from 20 per cent, lithium-ion batteries can be charged anytime, without affecting their longevity.”
The practical benefits of this are immense, especially for large enterprises operating round-theclock. With faster charging cycles and consistent energy delivery, companies can achieve significant cost savings and flexibility.
“By collaborating with a top OEM
for our lithium-ion cells, who aligns with Toyota’s environmental values, we’re dedicated to aiding our clients in realising their own green goals,” Michael adds. “Adopting lithium-ion could potentially reduce a company’s CO2 footprint by up to 20 per cent.”
Glen emphasises the growing preference for electric battery machines. He states that currently, these products command approximately 60 per cent of the market share.
Toyota’s relentless pursuit of innovation will inevitably continue to shift the industry toward electric battery-operated equipment.
Three decades since the unveiling of the 1992 Earth Charter, Toyota’s
unwavering dedication to both its customers and the planet has only intensified, as evidenced by TMHA’s new facility in Dandenong South, Victoria.
“Incorporating eco-friendly measures was non-negotiable for us,” says TMHA COO Cameron Paxton. “From rainwater harvesting systems to energy-efficient LED lighting, we’ve made every effort to reduce our carbon footprint. Our ambition is to set a benchmark for environmentally conscious operations in the material handling industry.”
From the products it makes to the facilities it works in, Toyota and TMHA continue to work around the clock for a greener future. ■
Toll has begun construction on its new Melbourne healthcare logistics facility in Melbourne Airport Business Park. MHD speaks with Perry Singh, President of Toll Government and Defence, to learn more.
Melbourne has long been the preeminent city for advanced healthcare manufacturing and research. This is not too surprising, given Melbourne’s reputation for topclass universities and ability to draw in the best academic and industry talent to work together on projects that cut across industry and academia.
But in recent years, its lead in this sector – as well as the importance in the public’s eye of the sector itself –has increased by orders of magnitude.
It’s not just due to COVID-19 and its aftermath – although obviously that underscored the importance of vaccines and other advanced medical manufacturing capabilities for Australian health security.
Leading the way, of course, has been CSL, which has turbocharged its manufacturing and research operations in Melbourne. In late 2021, the preeminent manufacturing industry magazine, Manufacturers’ Monthly, reported on CSL’s expanding footprint in Melbourne:
“[A spokesperson for CSL] said that over the last decade CSL has invested over $1 billion in expanding its Broadmeadows site, with recent investment of $900 million for a new Base Fractionation facility on that site. A new state-of-the-art, cell-based influenza vaccine facility for Seqirus has been developed at Tullamarine, with $800 million invested. Further to that, new global headquarters and R&D facilities are currently under construction in the heart of Melbourne’s biomedical precinct.”
Now, in an exciting leap forward for the Victorian healthcare and logistics sector, Toll Group has fully committed to ensuring Melbourne’s medical manufacturing capability is supported by a state-of-the-art healthcare
logistics operation.
On 1 September Toll Group, together with Melbourne Airport, broke ground on the new facility – officially commencing the onset of construction, located within Melbourne Airport Business Park, and strategically located next door to the above-mentioned Seqirus facility.
This new addition will notably offer cutting-edge pharmaceutical storage in the heart of Victoria.
The forthcoming 10,000 squaremetre facility stands as a testament to Toll’s forward-thinking vision, with temperature controls aptly suited for the warehousing and distribution of a broad spectrum of medical supplies. These range from biotech pharmaceuticals to life-saving vaccines, anti-venoms, essential medical devices, and accessible overthe-counter medications.
This establishment will also stand apart for its eco-conscious design. As Melbourne Airport’s first-ofits-kind five-star green building, it comes adorned with solar panels and boasts charging infrastructure for both electric cars and large-scale trucks, signalling an era of sustainable growth in the logistics domain.
Jai McDermott, Melbourne Airport’s Chief of Property, is enthusiastic for the collaboration. “We’re delighted to pave the way for Toll’s ambitious foray into medical warehousing,” Jai says. “This specialised facility ensures the seamless delivery of patient-critical products to Victorians.”
Just as importantly, Jai sees the project as a concrete affirmation of Melbourne Airport’s ongoing green initiatives. “This landmark warehouse will set a precedent as Melbourne Airport’s inaugural five-star green star building, marking a significant
stride towards our commitment to net zero Scope 1 and Scope 2 emissions by 2025,” Jai says.
Equally enthused, Perry Singh, President of Toll Government and Defence – which encompasses the Toll Healthcare business – sheds light on the broader vision for the facility.
“This venture is a testament to Toll’s unwavering commitment towards introducing innovative warehouse management solutions in response to the evolving healthcare landscape,” Perry says. “Our facility’s prime location ensures unparalleled flexibility, speed, and convenience for our esteemed clientele. We’ve meticulously designed this facility to resonate with our customers’ unique needs, ensuring safe storage and management of essential pharmaceuticals and other medical products.”
In a decisive move, Toll Healthcare will operate primarily from this new hub for its Victorian work, having secured a lease agreement with Melbourne Airport for a minimum tenure of 10 years. With doors set to open in 2024, CMW takes the reins in designing and executing the construction of this state-of-theart facility.
As Perry Singh says, the new Melbourne facility is just the latest in a string of developments aimed at supporting a dynamic native healthcare industry with the logistical support it needs.
“It’s an exciting development and will be a superb addition for our business, bringing our number of dedicated Healthcare warehousing and distribution facilities nationally
to six,” Perry says. “This provides us with a solid platform for growth and an ability to respond and scale up at pace to whatever needs our partners might have.
“This investment of over $A20 million reflects our commitment to creating advanced warehouse management solutions to meet the changing dynamics in the healthcare sector. The facility, and its excellent location, provides greater flexibility, convenience, and speed to market for our customers – and that is of utmost importance to us.”
Discerning the importance of healthcare and pharmaceuticals to Australian healthcare security and prosperity, Toll Group has worked overtime to provide the infrastructure and support its partners will require before such support has even been requested.
That’s why Toll chose the Melbourne Airport location for this development – nestled among key industry partners and with proximity to Melbourne’s burgeoning pharmaceuticals manufacturing precinct.
“Strategically, we think this location enables us to work smarter and more efficiently with key industry partners –and that’s exciting,” Perry says.
Perry notes that the entire Toll Healthcare business is focused on growth and customer satisfaction. That seems an obvious enough objective –but what does that mean in practice?
He offers a simple answer: “Working smarter and more efficiently – in every sense of those words.” And to work smarter and more efficiently, you need a facility carefully tailored and rigorously tested to support unique customer requirements.
This is doubly important in the healthcare and medicines logistics space, where quality control is of paramount concern. The facility will store and manage critical pharmaceuticals and products including medical devices, vaccines, and consumer health products. It will of course be TGA licensed and GMP compliant.
The 10,000 square-metre temperature-controlled venue will warehouse and distribute medical supplies including bio-tech pharmaceuticals, vaccines, antivenoms, medical devices, and overthe-counter medicines.
Perry points out that Toll’s new facility goes above and beyond in terms of efficiency and resiliency.
“We will be implementing traditional racking and VNA – very narrow aisle – to yield high floor space utilisation to again drive efficiency,” he says. “This will allow the investment and space allocation into 1500sqm for the cool-room, as well as 69sqm for freezer storage which allows us to prepare to meet any future storage and distribution requirements to service a need on the scale of another COVID-19 rollout – should that be required. Our freezer will have the capability to store products at minus 80 degrees Celsius.”
It’s evident, in other words, that Toll has game-planned for the unexpected, and put flexibility and resilience front-and-centre of its design and planning strategy.
But resilience extends beyond catering for unknown – and unknowable – logistical contingencies. True resilience must form part of the facility’s internal design, architecture, and operations. Long term resilience – or sustainability – necessitates working as best as possible with the surrounding natural environment.
Indeed, upon completion the new facility will achieve a 5 Green Star energy rating.
“We believe the facility will be the airport’s first five-star green building featuring solar panels and charging infrastructure for both electric vehicles and trucks,” Perry notes with pride. “The 5 Green Star rating is achieved with a combination of ‘green power’ purchased from Melbourne airport off their own solar farm, a 60kW Solar system, and water harvesting for landscape and washroom use.”
Not only that, but the facility will be safer and more congenial for the people working within it – ensuring a sustainable workforce, too.
“The facility is being built with safety and the needs of our people firmly in mind. The site will provide great amenity to the team working out at Tullamarine, with board and meeting room facilities, a Wellness Centre, and End of Trip facilities.
“At Toll, we’re safety obsessed, so there will be three recessed drop deck docks as part of the facility – which are the safest docks for unloading. There will also be a large hardstand with a 15-metre awning for all weather operations to further ensure safer operations.”
With so much energy and excitement surrounding the new Melbourne facility, it’s easy to forget that construction began only last month. It’s a testament to the breadth of vision and imagination – and commitment to detail – that Toll has brought to bear on this project that readers could be forgiven for thinking the facility was already built and in full swing.
Before you know it, it will be. And we can’t wait to see it in action. ■
BHD Storage Solutions tells MHD about how it’s helped expand Queensland Bottlers, a manufacturer of natural spring water products, tackle its warehouse capacity issues.
Queensland Bottlers, a manufacturer of natural spring water products, faced a pressing challenge as its production requirements rapidly outgrew its existing 7000 sqm manufacturing and storage warehouse.
With surging demand from national retailers and distributors, its weekly production skyrocketed, leading to a critical decision: should it secure a second warehouse or explore innovative storage solutions to accommodate its growth?
In search of an optimal solution, Queensland Bottlers, Reuben Ong engaged with the expertise of David Seale from BHD Storage Solutions.
The primary focus was on finding a cost-efficient approach to address its storage needs. Among various alternatives, the option of implementing shuttle racking technology emerged as the most promising.
BHD Storage Solutions installed a cutting-edge shuttle racking system comprising four shuttle carts with a total pallet capacity of 1535, accommodating 1300mm high pallets.
The unique challenge in storing bottled spring water was the inability to stack pallets on top of one another due to fragility.
This innovative system effectively utilised 570 sqm of floor space to store the 1535 pallets. In comparison, the traditional ground storage method could only house 313 pallets within
the same area. This translates to an astounding 80 per cent increase in storage capacity within the same warehouse footprint.
Opting for the shuttle racking solution proved to be a financially astute decision. Had Queensland Bottlers chosen to expand into a second warehouse, the ongoing rent for storing the same 1535 pallets would have offset the investment in shuttle racking within a mere 1.8 years.
Beyond that point, the enhanced storage capacity contributes directly to the company’s bottomline profitability.
Queensland Bottlers’ case highlights
the critical importance of innovative storage solutions when facing growth challenges.
The implementation of shuttle racking technology not only maximised its existing warehouse space but also significantly improved operational efficiency. By avoiding the expense of a second warehouse, the company achieved a rapid return on investment, reinforcing the value of forwardthinking decisions in addressing expansion dilemmas.
BHD Storage Solutions takes pride in its collaboration with Queensland Bottlers, creating a space-efficient storage operation that positions it for continued success in a competitive market. ■
NOW AVAILABLE
Thurs 20 June, 2024
The Women in Industry Awards recognise outstanding women leaders from across Australia’s industrials sector.
Prime Creative Media’s MEGATRANS2024 – Australia’s leading logistics, transport, supply chain, and materials handling exhibition – is returning next year.
In a rapidly evolving logistics and supply chain world, MEGATRANS returns in 2024 as Australia’s premier integrated logistics and supply chain exhibition and conference. This eagerly anticipated event is scheduled for 18-19 September 2024, taking centre stage at the Melbourne Convention and Exhibition Centre.
Prime Creative Media’s MEGATRANS has, over the years, built a formidable reputation as the leading industry event. The 2024 edition promises to raise the bar even higher, amplifying its focus on the latest in automation and intelligent technology. From cutting-edge warehouse management systems, fleet systems, and telematics to the latest advancements in route optimisation, racking, and robotics, the exhibition is set to be a hotbed of innovation.
Integral to MEGATRANS2024 is its standout conference, promising a rich experience for attendees with its diverse range of expert presenters. Over 150 industry leaders will grace the multiple, free-to-attend conference stages on the trade floor, offering insights and perspectives from various supply chain sectors.
An exciting addition to the 2024 event is its collaboration with the Australian Bulk Handling Expo (BULK2024). This partnership provides attendees with a dual registration benefit, granting access to both game-changing shows. Furthermore, MEGATRANS will play host to the esteemed MHD Supply Chain Solutions Mercury Awards. This prestigious event seeks to honour businesses and individuals epitomising innovation, excellence, and leadership within the industry.
The confluence of the exhibition, the conference, and the awards Gala dinner, scheduled for September 18,
creates a synergistic platform. It’s a unique opportunity for logistics and supply chain professionals to converge, network, learn, and celebrate — all under one roof, at one defining moment.
Acknowledging the event’s significance, Sue Tomic, the SCLAA President, remarked, “The Supply Chain & Logistics Association of Australia (SCLAA) proudly endorses MEGATRANS2024, an unparalleled gathering of supply chain professionals and partners. Embracing the essence of our industry, SCLAA champions collaboration, innovation, and success, paving the way for tomorrow’s growth opportunities. Join us at this expo as we unite to shape the future of supply chain and logistics.”
MEGATRANS2024 is supported by distinguished sponsors, including the Networking Lounge Sponsor, Loscam, and Association Partners, SCLAA and VTA.
Recalling the 2022 event, decisionmakers from leading industries such as Asset Management, BIM, Civil
Engineering, Road Construction, Safety Equipment, Plant Hire, and Traffic Management Technology made their presence felt. If your company operates within road transport, sea, air, warehousing, infrastructure, materials and handling, rail, or safety, MEGATRANS2024 is the place to be.
Confirming the event’s importance, Matt Edgar, Product Marketing Manager of Allotrac, shared:
“Megatrans is central to our marketing strategy - a dynamic event designed to engage our specific target audiences. Focused on intermodal products, it offers unparalleled potential, introducing us to new connections while strengthening existing relationships.”
Among the impressive list of exhibitors, Combilift stands out as one of the most significant participants, showcasing unique equipment.
To be part of this transformative experience and align your brand with the future of logistics, explore exhibiting opportunities at MEGATRANS2024. ■
After record attendance and selling out for the first time in its history, Prime Creative Media’s Women in Industry Awards will return and be held in Sydney in June 2024.
In 2023, the Women in Industry Awards saw an outpouring of support and enthusiasm, marking its history with a first-time sold-out gala dinner. As the curtains rise for the 2024 event, expectations are high. A previous 55per cent boost in attendance, a staggering 160 nominations across 10 categories, and promotional support from 32 media mastheads underline its growing prestige.
Annually, the event offers an ode to the women redefining norms in mining, logistics, engineering, construction, and beyond. They are the unsung heroines breaking barriers, inspiring successors, and, as COG Advertising General Manager, Sarah Doyle puts it, “changing the narrative and reclaiming terms traditionally associated with a maledominated work profession.”
The 2024 awards are also attracting robust industry support. Atlas Copco, SEW-DRIVE, Fulton Hogan, Paccar, Komatsu, and COG Advertising have already come on board as proud
sponsors. Each sponsor echoes a commitment to the award’s ethos.
Graeme Johnson, Fulton Hogan Australia’s CEO, highlighted their enduring commitment, saying, “Fulton Hogan recognises that diversity is not only essential for us to change, adapt and grow, but it’s also good for business, leading to happier workplaces and better retention of our people.”
PACCAR’s Michael Long affirms their legacy of backing female talent: “Being part of the awards helps us further our goal of celebrating and championing inclusion and diversity in the workplace.” Similarly, Laura Arias of SEW-DRIVE stated, “Knowing how vital gender diversity is in our manufacturing industry drives us to work together to recognise women’s work and support them in fulfilling their goals.”
The awards, according to Fiona Halliday from Atlas Copco, serve as an “opportunity to recognise the contribution of women in industry and their amazing examples for the
next generations.” Christine Morris of Komatsu echoed this sentiment, underscoring their “commitment to fostering an environment where women’s contributions are not only acknowledged but also celebrated.”
For those wanting to put forward exceptional women who have made significant strides in their fields, nominations are open on https://www.cognitoforms.com/ PrimeCreativeMedia/_2024 WomenInIndustryAwards.
Brands looking to elevate their association with this movement can explore rich sponsorship opportunities. Dive into the specifics by visiting womeninindustry.com.au/sponsors/.
Join the Women in Industry Awards 2024 as it not only celebrates but also creates history, spotlighting women who are truly reimagining the contours of their industries. ■
Ozkor’s National Marketing Manager, Alan Morgan, spoke to MHD about the Australian pallet manufacturing company’s LWR-1165 pallet and explains what makes this solution an eco-friendly game-changer for industry.
While many pallet manufacturers have stuck to creating wooden solutions for their customers, Ozkor has continued to make strides in designing and producing eco and user-friendly pallets for its clients.
Businesses looking to reduce their carbon footprint can ask Ozkor about its Australian-made LWR-1165 pallet. This material handling product is reusable, recyclable and returnable so it ticks all the sustainability boxes.
In July 2023, Ozkor presented this solution among several of its others at Food Pro, the triannual food trade show in Melbourne.
Ozkor’s National Marketing Manager, Alan Morgan, says the LWR-1165 pallet was a popular product featured at Food Pro. It attracted companies looking for a non-timber pallet that is comparable in price to the wooden alternatives traditionally purchased or rented.
“At Food Pro we experienced what can only be described as a new generation of industrial influencers focusing on how they can reduce their company’s carbon footprint by challenging the conventional values that have developed since the end of the Second World War, namely, single use disposable packaging and related values concerned with current day supply chain norms,” explains Alan.
Sustainability is the mantra being heralded throughout the corridors of modern-day industry with a resounding influence on the decisionmaking at board level of major Australian companies.
The philosophies of reuse, return and recycle is going through an industrial cultural renaissance in Australia by
challenging the conventional wisdom of a baby boomer generation where the environmental implications of waste were not too high on the list of priorities, and a carbon footprint was something a chimney sweep left on the floor of the local squire’s manor house after finishing his daily chores.
Companies that have traditionally purchased tens of thousands of single use pallets each year are now exploring how they can initiate reusable systems in their supply chain structure, for example, to incorporate reusable plastic pallets rather than end user customers dumping the discarded wooden alternatives into land fill.
Companies that have used low-cost single use cardboard boxes are mapping out returnable plastic container supply chain structures to capitalise on the economic as well as the environmental advantages. While the wind of change has always been traditionally slow,
however, the sustainability band wagon is gathering pace with encouraging progress despite former insecurities recently experienced due to supply chain disruptions and complications associated with the COVID-19 pandemic.
“The LWR-1165 is a rackable light weight and easy to handle pallet that’s more economical to transport, a low-cost alternative to wooden pallets, more hygienic and safer to use,” says Alan.
“It’s made in Australia by the injection moulding process using a 100 per cent recycled polypropylene co-polymer and designed to accommodate a 1,000 kg load in standard selective beam racking. The materials used are much more hygienic than wood and has a very high chemical and alkalis resistance.
“When it comes to making a sound sustainable investment option, that reduces your carbon foot print, Ozkor’s new LWR-1165 plastic pallet goes a long way in shaping the future of Australia’s supply chain industry”. ■
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At its best when high volumes of inventory need to move in and out of storage in the right order – and at the right time.
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Learn more on vanderlande.com or contact our Australian experts directly at sales.au@vanderlande.com or call 1300 375 028.
To move the needle on supply chain performance, organisations require savvy operators, supervisors and leaders who understand global standards. The Supply Chain Operations Reference (SCOR) model is the only comprehensive, universally accepted, and open-access supply chain standard. SCOR gives organisations the ability to assess and improve their company’s supply chain, leading directly to improved business performance.
The new SCOR DS features the biggest update to SCOR since inception and modernises the framework to include sustainability standards and the digital body of knowledge. This version shifts thinking from a linear supply chain model to a more synchronous network. Developed by a diverse group of subject matter experts, SCOR DS also updates processes, metrics, skills, and practices to ensure coverage across industries.
Globally, more than 5000 organisations have used SCOR to improve their supply chains.
SCOR DS has recently undergone a comprehensive update; modernising the framework to include sustainability and the digital body of knowledge. This version shifts thinking from a linear supply chain model to a more synchronous network, leading directly to improved business performance.
Implementing SCOR drives results and improves operations.
Typical results include:
• Operating income improvement
• Two-to-six times return on investment in the first yea
• Improvement in return on assets for fixed-asset technology investments
• 30 per cent faster digital transformation project implementations
• Reduction in information technology operating expenses through improved use of standard system functions
• Ongoing profit improvement of 0.5 per cent-1 per cent per year
• 08 - 09 November 2023
• 6:30 am - 2:30pm Sydney Time
• Prerequisite: work experience in supply chain
ASCI Member: $2,799
Non-Member: $3,199
* Must be ASCM Member to sign up for the course. Prices include online course and learning materials (digital only) but not ASCM membership.
Last day to register: 13 October 2023 Attendees will receive a certificate of completion after the class and can accrue 14 CPD points towards the maintenance of their professional registration. No refund will be issued if the student withdraws after purchasing the course.
The SCOR model describes the business activities associated with all phases involved in satisfying customer demand. It has been used by thousands of public and private organisations around the world to assess and improve their supply chains, directly leading to improved operational performance.
The updated SCOR model focuses on seven primary management processes: Orchestrate, Plan, Order, Source, Transform, Fulfil and Return.
The adoption of SCOR as the end-toend process blueprint dramatically increases the use of standard system functionality and enables more targeted investments in digital capabilities. By combining elements of business process engineering, leading practices, benchmarking, people skills and a variety of metrics into a succinct framework, SCOR makes it possible to pinpoint core process areas that require optimisation to further organisational goals. The SCOR framework is available only to ASCM members.
ASCI is excited to offer you a limited opportunity to receive a 6-month free ASCI membership when you purchase any ISM membership or courses. This exclusive offer is only available for a limited time. Don’t wait! Contact ASCI today to learn more about this fantastic opportunity to take your career to the next level. Its ISM course offerings cover various topics, from supply chain management to procurement and beyond. Take this chance to elevate your career and expand your knowledge. You can sign up today to take advantage of this limited-time offer. ■
Event website: https://asci.org.au/Web/ EventsLearning/Events/Event_Display. aspx?EventKey=20231108
tells
and why it’s the only universally accepted supply chain standard, and how it’s offering a six-month-limited-free ASCI membership.The new SCOR DS features the biggest update to SCOR since inception.
HUBTEX’s FluX Electric Multidirectional Counterbalance Forklift Truck has had some significant and innovative updates. The latest generation has load capacities of up to three tonnes. It has a new central driver’s position, which provides a higher-up all-round visibility compared to its predecessor. Additionally, the patented 360° HX steering has been added to the compact three-wheel running gear for the first time, ensuring smooth changes in direction from longitudinal to transverse travel. It handles both pallet and long-load transport in a single vehicle. This hybrid used as a front and sideloader makes the new 3T FluX 30, suitable for a wide range of sectors, from the timber and metalworking industries, through to the building materials trade.
For more information visit www.hubtex.com.au
Poor ocean visibility puts a strain on global supply chains, logistics costs, and customer service. At the root of the issue is low-quality data that hinders personnel productivity, streamlined operations, and proactive exception management. Today, more than ever, shippers and 3PLs need global ocean visibility with the data quality, intelligence, ETAs, and proactive exception management that ensures efficient, costeffective, reliable, and sustainable global transportation. Project44’s Ocean Visibility solutions is here to help, with a suite of solutions that uses first-in-class data and analytics to improve personnel productivity, allow for proactive exception management, reduce logistics costs, improve customer service, and empower users for agile transport planning and procurement.
For more information visit www.project44.com
Global cube storage company AutoStore introduces its latest capability, the Grid and Vending Machine solution, designed to simplify warehousing automation. The ConveyorPort is a workstation in its simplest form, where Bins are dropped on a conveyor and transferred to an opening outside of the Grid. Smart covering and sensors ensure operator safety. The CarouselPort is designed to work with the operator, in harmony with Robots to ensure the next Bin is always ready. The workstation operates with three rotating arms, each holding one Bin tray. The Vending Machine solution includes various Robots and chargers, as well as a dummy display unit, and a grid structure with 60 Bins.
For more information visit www.autostoresystem.com
ifm Track and Trace Gate is the complete solution for your automated and transparent logistics in your incoming and outgoing goods processes. By directly transferring all goods flows to the IT level, you can organise the inter-locking of production, inventory, and suppliers more efficiently than ever before.
For more information visit www.ifm.com/au/en
A monthly wrap up of the latest appointments in the supply chain, materials handling and logistics industry.
Stephan Mang holds a PhD in Chemistry and split his career between industry and consulting, working for DuPont, Celerant & Strategy in Europe, GSK and most recently at Pollen Consulting Group in Australia, where he was the COO from 2018 before Pollen merged with Argon & Co.
Grant Beringer joins Mushiny Australia as General Manager of Operations as it establishes a direct-to-market presence in ANZ. He is excited about the opportunities that Mushiny Australia’s unique offering of lower cost, fast-to-implement, and flexible automated solutions bring. This offering is ideally suited for SMEs, providing them a viable and highly attractive option to automate their operations.
Paul Howie spearheads Support and Service
Team in APAC for Körber, bringing a wealth of experience from his previous roles in automation where he played an instrumental role in establishing control rooms, team building, ensuring impeccable daily support for clients. He led significant continuous improvement initiatives that remarkably enhanced the AMR pick rates by 100 per cent.
Eric Mac is a seasoned professional with a wealth of experience in the IT industry. Throughout his career, he has consistently demonstrated a strong commitment to the success of Körber’s customers, enabling him to build a strong relationship. His background encompasses warehouse management system and automation, which have provided him with a solid foundation to excel in his role at Körber as the Head of Support for APAC.
Scott van Munster has joined Mushiny as General Manager of Solutions. With over 10 years experience within large multinational integrators in various roles including solution design, data analysis, and sales, Scott brings a wealth of experience to the robotics industry. He is excited to utilise his skills in combination with the Mushiny product range and new products in Mushiny’s pipeline to expand the application domain of robotics solutions to large scale robotic solutions within ANZ.
Do you have career news to share? Email Edward Cranswick at Edward.Cranswick@primecreative.com.au to be featured.
Argon & Co ANZ's new Intralogistics service offering will be powered by Fuzzy LogX, who fully integrated with Argon & Co in June 2023 after joining earlier this year. Fuzzy LogX has a market leading proposition in intralogistics, with expertise in warehouse automation and technology, and proven track record of delivering large client engagements. Like Argon & Co, their in-depth market knowledge delivers process improvements and lasting results for clients around the globe.
Read more about our Intralogistics offering here:
Amazing performance, extensive battery life and unrivalled ergonomics combined with all the advantages of the Combi-CB range make the CB70E the most powerful, compact multidirectional forklift yet.
Designed to improve your workflow and by effectively becoming three forklifts in one, a sideloader, counterbalance and narrow aisle forklift.
This revolutionary design eliminates costly double handling of material and improves productivity enabling you to get more done in less time.
Multidirectional performance enables you to increase production space by up to 50%.
Designed to be an all in one warehousing forklift, the Aisle Master offers more efficient offloading, handling and storage.
Aisle Master trucks are tough, versatile and built to last. Designed to withstand heavy-duty use inside and out, each robust VNA articulated forklift truck is manufactured to the highest standards.
