Garnaut review releases transport issues paper

The Garnaut Climate Change Review is seeking feedback on policies that could support cost effective emissions reductions in the freight sector, following the release of its issues paper on transport, planning and the built environment.

The review is examining the impact of climate change on the Australian economy.

The issues paper notes the debate about the competitiveness of road and rail pricing.

It points out that pricing is just one of the issues that companies consider when they decide how to transport their freight.

In addition, they also look at timing, staffing, accessibility, flexibility, and handling costs.

The paper also notes that trucks may be the only viable option for freight in some situations.

In fact, the Productivity Commission has concluded that only 10 to 15 per cent of the freight task is contestable between road and rail.

The ATA will be making a submission to the Garnaut Review in response to the issues paper. The paper can be downloaded from www.garnautreview.org.au. Submissions close on 11 April 2008.

Manhattan Associates introduces flow management

Global Supply Chain optimisation provider Manhattan Associates has announced the release of its Flow Management product, a cross-suite solution that enables companies to synchronise all aspects of product distribution, from forecasting and inventory planning to allocation and distribution.

Flow Management is part of the Manhattan SCOPE portfolio of Supply Chain optimisation solutions and is designed to ensure that distribution decisions are optimised and aligned with real-time demand, supply and inventory strategies.

“Flow Management elevates distribution decision-making from a warehouse-based approach to a network-based multi-discipline model,” says Eddie Capel, Executive Vice President for product management, Manhattan Associates.

”Using Flow, inventory can be re-allocated in real time to the channels and distribution points that provide the most profitable fulfilment opportunity with all solutions receiving real-time updates that can in-turn optimise future planning and decision making.”

Manhattan’s Flow Management enables companies to sense real-time changes to demand, supply and inventory strategies and ensures that inventory is routed to the most profitable location in the network, whether that is directly to customers, alternate stores or other distribution centres.

By harnessing the power of the Manhattan SCOPE Supply Chain Optimisation Platform, companies are able to align data, processes and resources against a common set of business objectives.

“Managing a flow-through distribution model requires close coordination across multiple departments and functional boundaries, each of which is often weighed by different objectives,” says Scott Fenwick, Senior Director of product strategy, Manhattan Associates.

“Manhattan’s Flow Management enables complete alignment of forecasting, replenishment, order management and warehouse management systems as a single solution to provide complete Supply Chain Optimisation.”

RFID is the hottest thing in retail

I’m trying on a new pair of Jeans and look into the mirror in the changing room to see a multimedia presentation played to me telling me about the jeans I’m trying on!

Guiding me through different features and colours I’m driven to touch the red button magically screening behind the mirror and I summons an assistant to bring me a different size in a different colour.

How did the mirror know it was me?

How did the mirror know what specific pair of jeans I had?

The answer is RFID!

I later learn that RFID chips embedded into the swing tag or label of garments is being adopted across the retail supply chain to automate real time data capture.

From the manufacturer in China, who attachesthe RFID tag, to the Electronic Article Surveillance solution in the store and the inventory management system in the front and back rooms, RFID is changing the face of retail information systems.

RFID is enabling retailers to know what’s “fallen off the back of the truck”.

Using RFID, retailers know what stock has been delivered and most importantly, since a lost sale through lack of availability is one of the biggest costs, what’s not on the shelves.

I recently had the pleasure of braving a cold January visit to New York where the National Retail Federation Conference and Exhibition exposed the latest and greatest retail technology.

It was here after years of providing RFID in all sorts of applications from Microchips in dogs and cats through to large inventory management solutions for BHP that I felt justified, I felt redeemed to see a number of RFID solutions on show and working brilliantly.

Finally I was not alone in my commitment and dedication to the technology!

The stand outs for me and, I must declare, so stand out that my company now represents these companies in Australia were Vue Technology and The Big Space.

These companies partner so they have smooth interaction between their products offering true supply chain benefits from source to sale and in between!

Vue provide the software in a number of modular forms to suite both small and large retailers and they boast clients in the apparel, books and pharmaceutical markets benefiting from their intelligent RFID shelf readers.

Retailers such as Tesco and Best Buy and now others in books and sports fashion report benefits such as 50% reduction in Out of Stock, 75% reduction in labor for restocking, double digit uplift in sales and significant reduction in shrink (or 99.47% inventory accuracy) versus 85% before.

On-shelf availability is reported as mid-80s to 97.3% , 18% uplift in sales and 1 year payback — yes, one year!

These figures are amazing and I must say quite consistent with the results our customers have seen in other Asset Management and Inventory Management application outside of retail.

It’s no wonder that the big guys like Checkpoint and Tyco, traditionally EAS (electronic article surveillance) suppliers or the dumb tag that sets off an alarm as you walk out the door because the sales assistant didn’t remove your tag, are jumping into the smart RFID rapidly.

The difference is that RFID enables retailers to identify each article unique rather than as a group.

RFID enables you to read hundreds of articles in the field at one time and through the strong efforts of GS1 (formerly EAN) in Australia and around the world we are hoping that RFID in Retail provides a greater further proof of the technology’s return on investment.

The technology and the applications around it has come a long way since Wal-mart started slapping RFID labels on pallets some years back!

There is evidence out there also that the large system integrators are now throwing themselves into retail RFID due to the compelling business case offered by the technology and the rapid increase in global deployment!

So writing this article I thought about Australia, what is happening here that’s in the public domain.

I Googled Retail RFID Australia and apart from the paid ads I couldn’t find much.

Once again the shroud of silence goes over RFID— but we know a lot is happening in the back ground. Perhaps no-one talks because they want to gain a competitive advantage through RFID?

Our company has a number of retail projects under our belt which are nearing completion and RFID has been used to drive a number of loyalty projects in this country using proximity based RFID tags for petrol loyalty (www.savesmart.com.au) and Club Loyalty (www.maxetag.com.au) .

We’ve also seen recently large Bank trials of RFID Smart Cards in the stored value capacity and we await the NFC (Near Field Communication) releases with RFID capacity in mobile phones meaning your phone becomes your card.

An added dimension to the use of RFID in retail is the major integrated ticketing systems happening in most major cities around the country.

This will see a plethora of 3rd part applications around these RFID smart cards over the coming years making payment and loyalty easier through stored value, points and multiple applications on the one card.

As far as long range RFID deployment is concerned in this country we have seen a lot of work being done on interactive shopping using RFID.

This concept enables personalised service and marketing to be conducted through long range, unobtrusive recognition through RFID.

For example, you walk into a shop or a restaurant and staff address you by name and offer you your favourite drink or a discount on your favourite wine. You are greeted by name as you walk up to the counter in a Bank.

The Australian market has also seen a number of retail supply chain demonstration projects run by GS1 using RFID to enhance efficiencies in the supply chain!

So the adoption of RFID is happening in the retail sector from the source and through the entire supply chain.

Direct comparisons for RFID have been made with the bar-code / EDI introduction in 1988 and the similar approach for retailers to investing in RFID technology in 2008 will prevail.

Watch this space as the business case seems compelling especially on high value items where a missed sale is a missed profit!

Scott Austin is president of Syscan Australasia

Global economy makes IT outsourcing decision easy

CargoWise™ edi, a leading provider of integrated international supply chain logistics management systems, says the decision for freight forwarding companies to outsource their IT solutions to a third party logistics provider is becoming increasingly easy to make in today’s dynamic global business environment.

The decision to move to an outsourced IT strategy, however, still requires an in-depth evaluation of each company’s in-house IT capabilities as it relates to the supply chain requirements of its customers.

“New technologies and IT initiatives developed by expert software providers are providing freight forwarding companies with a vast array of robust logistics software options today,” says Melinda Elmowy, Vice President of Global Marketing for CargoWise edi.

“But before making a decision on whether to outsource its IT solutions, logistics companies should evaluate their own core competencies, internal capacity and its commitment to minimizing developmental risk while maximizing its business success.”

“A company’s cultural alignment and cross-departmental communications capabilities, especially as they relate to rapidly advancing technologies, will provide the deciding factors in determining whether it should keep supply chain management systems in-house or outsource them to an expert third party software provider,” she advises.

Elmowy suggests five critical paradigms companies should consider when making an IT outsourcing decision:

Examine the Status of Your In-house Tech Capabilities.

How state-of-the art is the IT system you have in place?

If your company does not have optimal cross-departmental/office communications on a global basis, it probably does not have the wherewithal to provide the proper in-house operating platform to meet your customers’ supply chain requirements.

You probably need to outsource your IT functions or lose customers.

Companies should ask: “How do I remove the risk from IT projects and obtain outcomes that drive the business?”

Determine Your Company’s Commitment to Needed Capital Expenditures. Information technologies today are dynamic and advancing rapidly.

You may find that your company culture simply does not support the type of commitment and budget necessary to provide optimal IT solutions for your customers.

If this is the case, you may have no choice but to outsource your IT logistics process to a software provider rather than pay extra to add-on to an outdated legacy system — which typically is far more expensive than simply outsourcing.

Evaluate Your Company’s Ability to Provide In-house Training.

Due to the dynamic nature of global IT, the training function for your IT department employees and your customers is of paramount importance.

If your in-house tech support is unable to adapt to your growing supply chain needs and provide adequate training for new technologies, you should consider outsourcing your company’s logistics data and integrating it with that of a service provider that specializes in customized supply chain solutions.

Compare IT Costs to Results.

You may find that the fixed costs of building and maintaining a vibrant IT system in-house is far more costly than outsourcing it to an expert software provider that provides flexibility in responding to market dynamics.

If your company culture does not include IT logistics as a driving force in your overall operations, you probably cannot leverage these expenses in-house.

Rather than waiting years for a new system to be developed internally, you may find that outsourcing both the technology and logistics process to a suitable software provider will realize cost savings, while expediting the supply chain process and producing better results for you and your customers.

Understand the True Metrics of IT Ownership.

Most companies vastly underestimate the cost of providing in-house IT solutions.

If you are debating whether to develop or upgrade your in-house IT functions or outsourcing them, you should ask: “What is the true total cost of in-house ownership of our IT operation?”

Many companies enter into the development of IT systems thinking they can do so inexpensively and enhance them later.

Not so. Whatever your start-up costs are, you can expect them to increase dramatically if you try to enhance your in-house system later with newer technology.

As an example, Elmowy points to one company that thought it could start-up an IT system in-house for about $17,000, but soon found out the real cost would exceed $1.7 million just to get into the game.

Costs quickly escalated from there and the company eventually lost sight of its core business focus and went bankrupt.

This is what those in the industry call the “sunk cost” problem, as that loss will not be regained once you’ve sunk your initial investment into it.

“In summary,” says Elmowy, “in a highly technical global economy, where there is no set criterion for supply chain success, companies have to carefully analyse their requirements and determine what IT logistics process is best suited to meeting their specific and unique global distribution needs.”

Cost, risk and reward are always important considerations in determining outsourcing needs versus in-house capabilities; but ultimately the success of any supply chain process relates back to customer satisfaction.

Companies should determine how much capital, both human and financial, they can afford to risk in an attempt to maximize the company’s results.”

Most freight forwarders find their real business focus is on their core competency of logistics, and generally produce poor IT platforms and architecture with little or no client integration between software systems.

In the end, outsourcing the core IT product requirements to a good supplier and concentrating a smaller and more focused effort on client integration and a few customised “differentiators” generally produces a much better business strategy and develops an integrated operating platform that helps maximize IT-driven business results, concludes Elmowy.

More information on CargoWise edi can be found here: www.cargowise.com.

34th day of the Channel Deepening Project

The Port of Melbourne Corporation has released the latest data from turbidity monitoring in Port Phillip Bay.

Wednesday 12 March was the 34th day of the Channel Deepening Project.

Dredging started on 8 February 2008 in South Channel, where over a three week period clean sand was dredged.

On 1 March, dredging started in the Port Melbourne Channel where clay is currently being dredged for the construction of the underwater containment area, known as a bund.

Since dredging started there has been continued monitoring of turbidity (i.e. suspended sediment in the water). Conformance limits are set at 11 locations in the bay for bay assets such as fish, seabirds, seagrass and seaquirts.

Over a month of dredging has occurred, and according to the Port of Melbourne Corporation, the data demonstrates that all environmental limits are being complied with, in both the South and North of Port Phillip Bay.

Dredging ceased in the South on 29 February 2008.

Data released last Thursday (6 March) showed generally that conditions returned to normal three days after dredging ceased.

These trends have continued for the subsequent period 3-10 March.

Data shows that turbidity levels were well within conformance limits.

The same can be said in the North where dredging is currently taking place.

Between the period 3-10 March, turbidity continued to be well within conformance limits contained in the Environmental Management Plan, as approved by the State and Federal Governments.

The Port will present data to the public each Wednesday.

View the graphs

Fast Forward

The popular 1-3 tonne Toyota Material Handling Australia (TMHA) model 8 series of forklifts has a much smaller footprint, lower engine emissions and considerably reduced vibration levels.

According to brand manager, Toyota products Bob Walmsley, enhancement to the Toyota 8 Series also includes a considerably improved operator environment and greater levels of safety.

“The Toyota system of active stability, (SAS), where an operator is assisted in controlling the stability of the machine, was introduced for the 7 Series,” he says.

“The 8 Series has seen the next generation of the SAS system.”

Mid last year TMHA enhanced its Series 8 SAS system with load handling and travel functions, an innovation which allows the system to register how heavy a load is on the forks and how high the forks are positioned.

“The system will actually control some of the vehicle dynamics according to a given load and height,” Walmsley explains. “So with a relatively heavy load at a position high up the mast, the machine will automatically limit how quickly the operator can accelerate the machine.”

“For example, the system can prevent loose boxes on a pallet from falling off,” Walmsley says.

“It will limit the top speed of the machine relative to the weight and the height of the load, which we see as a very positive advancement to safety.”

“Vision around the perimeter of the machine is also substantially improved, which is directly related to how comfortable the operator is, and the length of his attention span,” Walmsley adds.

“Greater levels of comfort translate to a higher level of attention.”

According to Walmsley, Toyota’s technology introduced worldwide is unique in the Australian market.

“We don’t rest on our laurels,” he says.

“Toyota continues to conduct customer and dealer surveys to ensure our process is consultative.”

“For example, prior to commencing the design of the 8 Series, we consulted industries in North American and Oceania very extensively.”

“Over 5,000 customer and dealer surveys were conducted to identify customer needs, industry trends and current and proposed legislation.”

Walmsley also says Toyota is continuing to extensively research hybrid vehicles, or those combining IC with battery power, and hydrogen fuel cells.

“Although the technology of hydrogen fuel cells is proven, at the moment it’s not an environmentally friendly process to manufacture or to source hydrogen,” Walmsley says.

“It’s not until we’re able to source or create hydrogen from in a sustainable way, that fuel cells will ultimately be practical.”

While Australia is a relatively small market, Bob Walmsley says its one that’s very important to Toyota.

“Australia is Toyota’s second largest market outside of Japan in terms of market share,” he says.

“This country has a larger market participation than many of the larger European countries, for instance.

Australia’s importance is proven by the fact that Toyota has purchased the key distribution function in Australia. We are now the importer, distributor and dealer.”

With the integration of BT and Raymond lift trucks into Toyota successfully achieved, the focus for the company is the promotion of its product range in the Australian market.

In January this year, TMHA took mission rights direct for control of the Raymond supply chain including import, parts support and distribution, and technical training on a national basis.

“BT is well established with a very strong market share in Australia,” says national product manager, electric products Stuart Warren.

“While the Raymond product is number one in the US market, Toyota hasn’t been in a position to fully concentrate on raising its profile until now.”

“TMHA is now a one-stop shop from factory to end-user,” says Stuart Warren, “and that’s now our main focus.

Our market will now enjoy the full support it’s looking for from the three product ranges TMHA offers.”

Bob Walmsley says the fact that TMHA now brings wholesale, import and retail into a single company means that the supply chain functions more effectively.

“Taking links out of the chain has already reduced costs, increased the speed to market, and the effectiveness of communication,” he says.

“We’re right at the coalface and it puts us in a position to really partner with end users throughout our retail and rental fleets.”

According to Walmsley, Toyota’s strategy is to keep on doing what the company does best and try to improve on it. “Again, it’s just a case of remaining close to the market,” he says.

“Given our international presence, we can identify trends and needs and impending legislation that might still be some way off in Australia.”

“For example safety legislation and carbon emissions requirements are often more stringent in north America and Europe compared with Australia.”

“Generally TMHA will adopt those more stringent practices in to the Australian market before we’re legally required to.”

Stuart Warren concurs. “Our strength is in our product range,” he says.

“TMHA has the ability to provide any solution, whether it’s a combination of all three brands or a blend of one range. Many suppliers in Australia offer good European equipment, but TMGA has a strong focus on both.”

Efficient dock loading technology

In the drive to optimise docks to maximise output from all loading and unloading activities, many companies are analysing their existing setup and revealing that more streamlining is required.

Australian materials handling and logistics specialist Industrial Conveying (Aust) Pty Ltd is custom designing, manufacturing and installing a new line of cost-efficient technology for bulk loading (and unloading) of palletised product into shipping containers.

This development bolsters the company’s existing suite of dock loading systems that includes the unique Airlift, Airola, Airchain and Transkate systems that comprehensively utilise trucks at the delivery points.

These technologies are powered and allow efficient movement of stock to eliminate bottlenecks, double handling, dormant freight and delivery delays.

With this new technology, the vehicle/container is raised to a correct height to enable efficient loading (and unloading) with powered docks.

Skates for the dock are constructed to allow minimum sideways movement of the load.

Timeframes for handling have been reduced drastically, effectively handing the user a competitive advantage in its own industry sector.

Industrial Conveying has been calling for better recognition that transport vehicles themselves are largely overlooked as a unit of overall supply chain management that can be configured to suit the purpose.

This new bulk loading system is designed to cater for 20ft and 40ft containers.

During the handling process, vehicle/container docking alignment is controlled and verified electronically. Equipment controls are easy to use and minimal training is required.

The docks themselves are designed to both load and unload the containers. Being robust in design and construction, the technology easily copes with the demands of a 24/7 operation.

Applications range across all industry sectors. Loads are prepared on the loading dock whilst trucks are in transit.

Once the truck arrives, the vehicle/container loading time is normally less than 5 minutes.

Managing director of Industrial Conveying, Don Erskine says the new system increases the ‘smart’ utilisation of truck fleets during the loading and unloading process.

“Materials handling and supply chain management is much more than just warehouses, trucks and transport, it takes into account how all these aspects combine to make a complete handling spectrum,” he says.

“By lessening the steps in product handling and the time associated with this, increased profit margins become the end result.

“Complete integration is the key to a successful outcome.”

“Many companies are relying on a piecemeal approach, adding bits and pieces of solutions over time, yet the entire handling system can be fully integrated in one go to provide a smooth, lasting and very profitable logistics system,” Erskine says.

Mercury Awards sponsor leads in community spirit

Toyota Material Handling Australia (TMHA) has underlined its commit­ment to Logistics Magazine’s Mercury Awards by once again sponsoring the category of Best Manufacturer.

“Supporting the Awards program is one of many ways our company demonstrates true community spirit in the indus­try,” says marketing and business development manager George Malamatinis.

“Along with best prac­tice approaches to technology, safety and training, TMHA has also enlist­ed the aid of not-for-profit organisa­tion Greenfleet as a positive contri­bution to the environment.”

Under the arrangement Greenfleet will plant a tree for every Toyota engine powered forklift delivered throughout Australia in 2008.

On current sales trends the commit­ment will see up to 3,000 trees planted. Since 1995 Greenfleet has planted trees on behalf of corpo­rate and private donors to create forests in areas of environmental concern, putting back the mix of native species that had been there originally.

As well as making a contribution to greenhouse gas abatement meas­ures, the tree planting exercise will also mark the 40th anniversary of TMHA’s establishment in Australia.

“Care for the environment features in everything we do, so our commit­ment to tree planting is a natural extension of that approach in this anniversary year,” says TMHA presi­dent Steve Harper.

“As a corporation Toyota has a simple three point plan. It aims to curb global warming, use resources more efficiently and reduce environmental risk factors.”

“In the material handling equip­ment field we contribute to the curbing of global warming by actively working to reduce energy consumption and the output of greenhouse gases through the entire lifecycle of our products, services, and production activities.”

“Toyota manufacturing techniques are acknowledged as world’s best practice, not just because of the qual­ity of what they produce, but because of the efficient use they make of raw materials and the high level of recy­cling achieved,” Harper says.

“The company’s commitment to reduce environmental risk factors has been a part of its standard operating procedure for many years.”

“This has involved reducing the use and output of harmful chemical substances while evaluating envi­ronmental risk factors at the plan­ning stage of business activity in order to prevent pollution.”

TMHA shares the same environ­mental aims and global earth char­ter as its ultimate parent company, the Toyota Motor Corporation, which was honoured by the United Nations almost a decade ago for its efforts.

In the conduct of its material han­dling equipment operations Toyota considers the total effect of the use of natural resources and energy, and the consequential environmen­tal impact over the entire life cycle of its products.

This includes the planning, devel­opment, design, manufacture and use of new products through to their disposal, with the aim of pro­moting efficient activities and reducing environmental impact.

Toyota’s comprehensive approach includes consideration of sources of energy, water, paper used in offices, raw materials used for manufacturing the product, various kinds of chemical substances used in the production process, and fuel for transport vehicles used in the distribution stage.

It also considers outputs including wastewater, exhaust gas and other wastes generated in the manufac­turing stages as well as carbon dioxide produced by the consump­tion of fuel and energy.

The practical outcome of these poli­cies is that all Toyota 8 Series fork­lift models are manufactured with­out many of the usual environmen­tally unfriendly substances such as asbestos, mercury and cadmium.

Improved paint formulation and the use of lead-free solder in Toyota Material Handling equip­ment has produced huge reductions in lead and hexavalent chromium to help reduce environ­mental impacts throughout its lifecycle.

“Toyota’s advanced 8 Series forklift models are amongst the world’s cleanest forklifts and the factories which produce them are world leaders in greenhouse gas abatement programs,” Steve Harper says.

“Even at the end of their working lives Toyota 8 Series forklifts can make a useful environmental contribution.”

“They are 99 per cent recyclable and, just as importantly, designed to make it easy for recyclable materials to be reclaimed.”

Advanced technology available to buyers of Toyota 8 Series IC forklifts enables the trucks to meet tough American emissions standards three years ahead of requirements.

US Environmental Protection Agency standards for 2010 mandate a 70 per cent reduction in smog forming emissions over those permitted under current regulations.

Toyota’s 8 Series petrol engine powered forklift models fitted with Electronic Fuel Injection (EFI) and a three-way catalytic converter already meet the stringent 2010 requirements and also deliver a fuel efficiency bonus.

The technolo­gy gives Toyota forklift buyers access to the world’s cleanest inter­nal combustion forklifts from a company totally com­mitted to continuously improving environmental outcomes.

CO2 emissions on the EFI and catalytic converter equipped Toyota 8 Series models have been cut by nearly 57 per cent and NOx and HC emissions have been reduced nearly 99 per cent in compari­son to the previous 7 Series models.

The use of an electronically controlled throttle on 8 Series Toyota forklifts fitted with the advanced EFI engine has reduced fuel consump­tion by nearly 15 per cent, which also enhances total emissions performance.

Customers can also specify a factory-fitted machine-speed controller.

“Our Toyota 8 Series forklift range delivers major improvements in many areas, but we are particularly proud of its environmental performance,” Harper says.

Are you a manufacturer with leading approach to your supply chain, including exemplorary community spirit?

Enter the Mercury Awards now.

Email anna.game-lopata@reedbuisiness.com.au for an entry form.

QR signs up team to deliver

A $1 billion expansion of the export coal rail network — the biggest rail project in Queensland in three decades — is a step closer today with the signing of an alliance agreement for a key part of the project.

It is a major plank in QR’s enormous $3 billion plus investment in lifting the capacity and performance of the Central Queensland coal network including new and upgraded track, and new locomotives and wagons.

By 2010/11, we will have increased tonnage capacity by almost 60% in Queensland, with the ability to haul 261 million tonnes of coal across all networks.

“We’re really pleased to be pushing forward with these expansion plans — it’s great news for coal companies and the industry generally,” says QR’s CEO Lance Hockridge.

Hockridge recently announced the formation of an alliance to deliver a major part of the $1 billion Goonyella to Abbot Point Expansion Project.

“This expansion potentially could deliver 100 million tonnes per year through Abbot Point at Bowen — that translates to well over $10 billion in revenue at today’s prices for coal companies and the state’s burgeoning coal industry.”

QR has signed the CoalConnect project alliance agreement — an alliance comprising QR, Leighton Contractors, GHD and KBR.

Together, these partners will undertake the civil works of the Goonyella to Abbot Point Expansion Project, including the Northern Missing Link and the Buckley to Newlands Upgrade.

”The Goonyella to Abbot Point Expansion Project is the largest and most complex project undertaken by QR since the development of the Goonyella system in the 1980s,“ Hockridge says.

“QR is working closely with the Ports Corporation of Queensland and the coal industry to deliver up as quickly as possible this vital piece of infrastructure.”

Hockridge says QR had a proven track record in delivering rail infrastructure to schedule and within budget.

“One recent example was the Dalrymple Bay Coal Terminal third rail loop, commissioned last November before the port had completed their expansion works,” he says.

“QR will continue to uphold commitments to the coal supply chain to ensure maximum throughput and minimal disruption as a result of the Goonyella to Abbot Point expansion works.”

Currently, QR delivers 15mtpa from the Newlands system and another 1.5mtpa from the Goonyella system to Abbot Point.

The 69km Northern Missing Link will provide a vital connection between these two systems in Queensland’s northern Bowen Basin coalfields.

Logistics Infrastructure Forum this Friday

The supply Chain and Logistics Association of Australia (SCLAA), in proud partnership with Jones Lang Lasalle, provides an opportunity to understand the current and future state of planned logistics infrastructure in WA, this Friday, 14th March 2008.

Supply Chains are the arteries of our economy.

Logistics Infrastructure planning, location and capacity are enablers to competitive advantage that must be consistent with Supply Chain imperatives.

Logistics infrastructure is receiving national priority: Federal Cabinet has formally approved the establishment of Infrastructure Australia.

Infrastructure Australia is designed to “fight inflation by boosting the economy’s productive capacity, unlocking infrastructure bottlenecks like clogged ports and congested roads”.

Infrastructure Australia has identified its first task to audit the nation’s infrastructure shortfalls and produce an Infrastructure Priority List to guide the billions of dollars of public and private investment.

Whether you operate at the strategic or operations level, your understanding of Logistics infrastructure planning, location and capacity issues in Perth and wider WA will determine your success or failure.

Don’t miss an outstanding line-up of presenters and your opportunity to hear and influence key decision makers on this core issue for us all.

The program for the forum is as follows:

  • Steve MacPherson, WA State president and Deputy Chairman (SCLAA) Strategic Supply Chain and Logistics Management Update
  • Zoe Wilson, Policy & Communications, Director, Australian Logistics Council National Strategy for the Transport and Logistics Industry.
  • Andrew Bouhlas, WA Strategic Analyst, Jones Lang Lasalle, The Industrial Revolution
  • Eric Lumsden, Director General – Department of Planning & Infrastructure
  • Rocco Demaio, Associate Director, Jones Lan Lasalle, Where to from here?
  • John Hackett, Business Manager (Operations) LandCorp, Industrial Land – A Key Component of Logistics Infrastructure
  • Mr Nick Stanisis, Joint Managing, Director, Jones Lang LaSalle

If you would like to reserve your place at this interesting and informative industry event, please email wa@sclaa.com.au

Where? Technology Park Function Centre, 2 Brodie Hall Drive, Bentley WA 6102

When? Friday 14th March

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