Schneider Electric Switches on

Schneider Electric, best known to Australian consumers for its Clipsal brand, has contracted Toyota Material Handling (TMH) as a key supplier for its manufacturing and distribution centres around Australia.

Toyota will supply and maintain more than 170 Toyota, BT and Raymond brand forklifts, reach trucks, stock pickers and walkie stackers under the agreement.

Schneider Electric’s growth in Australia was underscored in 2003 by its acquisition of Clipsal, the number one brand of electrical accessories in Australia and Asia.

As a result of its acquisition of Clipsal, Schneider Electric’s national responsibilities for same or next day FIS delivery of electrical products throughout Australia expanded to cover more than 3500 locations.

After an exhaustive 12 month research and evaluation program, followed by a competitive tendering process, Toyota Material Handling was awarded a national contract to supply its Toyota, BT and Raymond branded equipment.

“Dealing with our material handling equipment requirements was both a challenge and an opportunity for us,” Schneider Electric National Distribution Co-ordinator, Ross Carter says.

“We took the opportunity to survey every site and get their input on current and projected material handling equipment requirements.”

“From that we built up a national picture which helped us to put together the specifications for a tender process,” he says.

“We were looking for a supplier with access to the latest technology and with the resources to supply and service us nationally across all material handling equipment types, and one that was prepared to be flexible to meet our changing needs,” Carter adds.

Toyota Material Handling was one of several suppliers which responded to Schneider Electric’s call for tenders as the company continued its year long project to ensure it had the best possible material handling equipment outcome.

After eliminating suppliers who could not meet its needs nationally, Schneider Electric began a comprehensive review of the equipment and proposals of the remaining tenderers.

It undertook numerous trials of forklifts and reach trucks at its distribution centres and sought feedback on experience with various brands.

“In the end it got down to Toyota and another supplier,” Carter says.

“Toyota’s global strength, its access to the latest technology and Schneider sites’ experience with the products and their service support were part of the picture, as was their competitive pricing.”

When it came to a final decision however, local factors played just as important a role, as Schneider Electric reviewed its original reasons for going to tender.

“We were looking for a supplier able to take on the fleet management role and to work with us as circumstances changed,” Carter says.

“Toyota Material Handling’s representation was very professional. They had taken the time to understand our need to be flexible for future requirements.”

Toyota Material Handling has worked with Schneider Electric to audit the requirements of each of its numerous sites.

It is now using that information to progressively roll out the equipment which will help ensure the company remains a leader in its field with a formidable reputation for logistics efficiency.

The roll out is being accompanied by comprehensive induction and familiarisation sessions to ensure equipment operators are able to achieve maximum productivity in a safe working environment.

Schneider Electric manufacturing and distribution facilities are being equipped with a combination of Toyota forklifts and BT and Raymond battery-electric warehouse products as the physical side of the contract.

On the fleet management side, the regular maintenance visits by Toyota Material Handling technicians are already providing the information which will enable Toyota to advise Schneider Electric on the most efficient use of its new equipment.

Public-Private-Partnerships reform

The Australian Logistics Council has welcomed Prime Minister Kevin Rudd’s announcement that governments will conduct a major overhaul of PPP regulations to encourage greater private sector involvement in infrastructure delivery.

But ALC Chief Executive Hal Morris says governments must also commit to continue growing their investment in our key transport networks.

“The Australian freight industry has long been calling for the streamlining and simplification of transport and investment regulation,” Morris says.

“We and welcomes this initiative of the Rudd Government which will help address the infrastructure bottlenecks holding back our economy.”

Prime Minister Rudd has announced the development of an integrated set of national PPP regulations with the aim of encouraging more investment in key infrastructure by the private sector.

This, in conjunction with the new Infrastructure Australia’s review of infrastructure priorities, will provide a clear path forward for governments and industry.

“Any move towards consistency of regulation and improved transport infrastructure is a move in the right direction for Australia’s supply chains,” Morris says.

“It is vital, however, that transport infrastructure investment is considered on a whole of supply chain basis with all modes and connections taken into account in determining future priorities.”

“The private sector, rightly, will only be interested in investing in projects that provide strong returns for their outlays. Many critical projects will not be suitable for such investment,” he says.

“It is therefore vital governments also increase their investment in key infrastructure projects.”

“The Australian logistics industry believes it is vital that Australia’s transport networks receive the investment needed to ensure our supply chains work efficiently.”

“Unfortunately current supply chain blockages are holding back our nation’s international performance.”

“Only concerted effort, including additional investment by governments and the private sector in our road and rail networks, as well as improved connection and coordination of intermodal terminals and ports, will address these blockages,” Morris warns.

The Australian Logistics Council (ALC) is a national umbrella body representing all players in Australian transport and logistics industry, providing an intermodal and unified voice on issues critical to the whole of Australia’s Freight Supply Chain.

The ALC will be releasing a comprehensive national strategy for the freight industry at its Annual Forum on this Friday, 15 February.

Mother of Invention

While the traditional role of IT in the supply chain has been to reduce costs by automating manu­al supply chain, such functions are now perceived as a given.

“IT is now used to assist trading partners to interact more effi­ciently,” says Advanta Software sales director Steve Nelson.

“Examples include notifying com­panies in advance of when to expect receipt of shipments at the wharf so that trucks may be allocated, or providing suppliers with forward demand forecasts so they can better plan their own procurement.”

“Importantly IT is increasingly being used to help businesses automatically manage the inevitable exceptions that arise,” Nelson adds.

“With rapidly increasing transaction volumes, even high service levels can still result in hun­dreds of transactions that fall short.”

“IT systems now monitor transaction status and in addition to automating corrective action, automatically alert appropriate parties in advance where necessary.”

As globalisation advances, there is a growing requirement for business processes that are based on integration and collaboration across regions, business units, and organisations.

“Market demand has forced supply chains to collaborate and the industry now realises it’s a significant win-win for customers, suppliers and all other levels of the supply chain,” asserts Infor managing director, Pacific James Brackenrig.

With the increasing use of internet technology supply chains are growing more and more frag­mented and spread across the globe.

“Without a transportation solution to manage cost and per­formance, centralising the supply chain and aligning the transportation network can drain a company’s resources and halt forward momen­tum,” observes Oracle general manager for man­ufacturing, retail and distribution Scott Dawes.

“Often, business processes can’t scale to meet transport initiatives and neither the company nor the customers have true visibility to in-tran­sit shipments.”

According to IBS Software CEO Rajiv Parrab, the proliferation of integration has been the most significant IT development in recent years.

“Properly implemented within the supply chain, IT has already reaped massive efficiency and profitability benefits for companies worldwide,” he says.

“Mergers, acquisitions and global mar­kets require integrated information from all sys­tems and business partners to provide a com­petitive edge.”

“An integrated solution allows com­panies to maximise existing investment while helping to implement new systems and tech­nologies faster and more effectively.”

“The capability of an integrated solution to enable connections and utilise functionality across multiple and cross-business systems means companies are able to offer services they could not previously provide.”

Customers are looking for solutions that will integrate easily with their existing systems, regardless of which vendor the solution comes from,” concurs Oracle’s Scott Dawes.

“Shrinking product lifecycles, global competition, supply chain complexity and increasing customer demands are closing the window of opportunity for products across industries and markets.”

“Maximising product pipeline throughput while compressing cycle times and controlling for tar­get margins and regulatory compliance is required to compete effectively.”

“Seamless inte­gration of outsourced design, supply and manu­facturing resources can be the difference in achieving leadership in an organisation’s field.”

Another major contribution of IT to the sup­ply chain is in the areas of business intelligence and performance management.

“Organisations must be able to identify how they perform,” says IBS’s Rajiv Parrab.

“Today’s companies need business intelligence software that captures processes and analyses information from all events and transactions, across functions along the supply chain.”

Software industry vendors all agree visibility and traceability is one of the most essential supply chain improvements provided by technol­ogy.

“IT enables your supply chain to run at the speed of your business’ environment without being limited by the speed of your shop floor or the flow of paper documents,” says SYSPRO Asia Pacific general manager Shaun Butler.

“Nowadays, most Australian manufacturers make to order and not to stock, and are part of a global supply chain; thus the role of IT is to provide instant and real-time visibility of the supply chain at all levels to enable fast and accurate decisions.”

“A good IT system enables different views of the supply chain right from the shop floor to the end-customer with secure visibility available to external partners as well as management,” he adds.

RedPrairie managing director Mark Skipper says the key IT development of the future will be businesses seeking supply chain execution (SCE) solutions that incorporate real-time demand data into retail systems.

“With cus­tomers expecting shorter and shorter order ful­filment times, supply chain planning solutions with a batch processing approach will be increasingly churning out plans that are out of date,” he says.

“These next generation demand-driven SCE solutions will increasingly replace the current generation of applications and unify the supply chain execution segment of our customers’ application portfolio.”

“Secondly, because of the proliferation of global sourcing, advanced tracking and recall capabilities will stretch from the supplier to the point of sale.”

“Thirdly, voice technology will become fully established as the norm and RFID will, in 10 years, be widespread, when the cost becomes justifiable for the particular industry and appli­cation,” Skipper says.

“Lastly, all supply chain applications that want to survive will be based on service-orien­tated architecture (SOA), not the old clumsy architectures where scripting ties functionality together under the surface.”

SYSPRO’s Shaun Butler believes SOA will have two main influences on the future, including customer service levels and information man­agement.

“Those supply chains that are driven by consumer demand need to supply accurate fast information to meet the changing needs of the consumer,” he says.

“IT systems will need to be flexible to cope with the provision of such information while internally ensuring that qual­ity, cost effective inventories are maintained.”

“Inventories need to be accurately synchro­nised to retailers meeting consumer demand to reduce overall supply chain costs and meet cus­tomer service expectations.”

“SOA will allow information to flow seamless­ly throughout the entire supply chain reducing the effort and inefficiencies of data collection and duplication.”

For SYSPRO’s customers, Butler maintains this presents an opportunity to extend their systems not only to applications inside the company, but to those outside, meaning better business insight, greater innovation and market growth.

Gartner predicts a quarter of new business software in the US will be delivered as services by 2011, up from around 5 per cent now.

According to Salesforce.com writer Rob Preston, “Software as a service (SaaS) is still an unsavory prospect for many business technology professionals.”

“Their point of view: If information is the lifeblood of the 21st century organisation, then ceding manage­ment and ultimately control of that information to third parties is something of an unnatural act.”

Preston quotes Aneel Bhusri, a former PeopleSoft executive who’s now running HR and financial SaaS startup Workday.

“The reality today,” Bhusri says, “is that many CIOs aren’t
willing to replace legacy systems with new soft­ware services because they don’t want to ‘waste’ the 20 per cent of their IT budgets earmarked for innovation.

In other words, they’re determined to continue funding software from the fatter, 80 per cent of the budget set aside for maintenance, leaving the 20 per cent for other projects.”

While there are real dangers in giving up direct control of your data, Tradegate CEO Peter Blanchard predicts SaaS will become increasing­ly prevalent among smaller enterprises.

Providing IT services to importers and exporters, Tradegate has seen IT processes becoming so sophisticated that smaller compa­nies are being left behind.

“For SMEs that can’t afford an IT manager, SaaS will mean they don’t have to run desktop software,” Blanchard says.

“There’s nothing more precious than your own sales data, but even larger companies are now quite happy to have some of it held externally.”

Sterling Commerce ANZ managing director Michael Vulcan points out that the term ‘web-based’ has become so generic that it is almost meaningless.

“It seems that every company has web based solutions, however many did little more than put a web front end on their old application and market it as web-based,” he says.

“From that perspective, the industry is well beyond web-based.”

“The web of the future is akin to a living organ­ism that is virtual, connectionless, and config­urable in the moment.”

“Solutions delivery will include on-demand from service providers or from within the enterprise itself,” he says.

“Leveraging SOA and Web 2.0 tools, applications will be more of a ‘mash-up’ with each person using the system to create their own view; configuring the processes the way they work best for the ecosystem.”

“Visibility to other participants in the supply chain will be achieved regardless of location.”

“One can look at social networking to see a glimpse of how this might work,” Vulcan says.

“Imagine a supply chain presentation like MySpace where the computer, cell-phone, or home television monitor, can be part input, part transaction monitoring, part metrics, all config­urable to a person’s job, location, and context.”

While nobody can deny the benefits of sophis­ticated technology to improve supply chain effi­ciency, a lag still exists for many organizations in terms of fully realising the value of their implementations.

“Most businesses already col­lect enough data using their information and management systems, but lack the ability to properly integrate this information across the entire flow of materials throughout the organi­sation,” says TIG co-founder Stuart Ferguson.

“The big issue is that software implementa­tions require a change of business processes,” agrees Tradegate’s Peter Blanchard.

“If you’re going to accept data coming in to your applica­tions, you want to make sure it is very accurate.”

“What we’ve found is that the benefits arising from data integration have actually come out of improvements made to daily processes prior to an implementation,” he says.

As IBS Australia’s Rajiv Parrab points out, IT solutions are not meant to remove the need for the human element, but to be used as a powerful tool that identifies ‘pain points’ within the sup­ply chain and resolves them with the best possi­ble solution.

“An integrated solution designed for the unique requirements of a specific indus­try vertical will accomplish this,” he says.

“We see IT as necessary to allow business processes to scale to address growing complexi­ty in the supply chain created by issues like product and services proliferation, customer bifurcation and increasing demand for both commodity and luxury products,” says IBM Australia’s Craig Rawlings.

“Essentially, IT is an enabler of all the business processes within the supply chain.”

Australian aviation stuck on terra firma

The Federal Government’s much-anticipated Aviation Green Paper has failed to give Australian aviation a boost, containing just a sprinkling of commitments, but flagging more reviews, panels and boards instead.
 
Qantas for its part has welcomed the green paper, as it reinforces the airline’s virtual monopoly over the US-Australia route, rejecting calls for Singapore Airlines (and others) to provide services. Instead, Virgin Blue’s offshoot V Australia will be the only new competitor on the route.
 
“One of the few competitive rights Australia does have is access to the trans-Pacific route between Australia and the United States,” the paper says. “The Australian Government has made it clear that it has no immediate plans for additional third country access to the route at this time to allow V Australia a reasonable opportunity to establish its operations. The Government has not ruled out trading such access in the future, where this is considered to be in the national interest. The maximum national benefit possible would be sought if a decision is made to trade such access in the future.”
 
On the other hand, the paper talks extensively about expanding international rights for the two Australian international airlines, Qantas and Jetstar. But cabotage will remain, meaning that foreign international airlines will not be allowed to carry domestic passengers.
 
On the cargo front, the government has re-committed itself to an open invitation to dedicated freighters. “The Australian Government proposes to continue to seek removal of limits on all cargo capacity in our bilateral agreements wherever possible to support our vital air freight export industries,” it said.
 
On the most contentious issue of all regarding a second airport fort Sydney, Mr Albanese has done his Gaynor electorate proud by retaining the curfew and hourly movement caps unchanged at Sydney Airport. He also shut the gate on Badgery’s Creek as an airport site, flagging the disposal of the land. This decision has prompted the Federal Opposition to issue a statement condemning the move as “Labor shops around for a Coalition electorate for a second Sydney Airport.”
 
Mr Albanese made no commitment to any site but gave an indication that the new airport site will be outside the Sydney basin. An official search for the site will begin once Sydney Airport’s new Master Plan is released next year.
 
The government’s Aviation Green Paper can be found here
 
 

Truckers reject Intelligent Access

Trucking company enrolments in the Intelligent Access Program (IAP) in New South Wales are likely to be much lower than expected, the Australian Trucking Association has warned.
 
The warning follows the recent meeting of the ATA Council, where some of Australia’s major trucking operators discussed the costs and benefits of enrolling in IAP.
 
Under IAP, trucking operators install tracking devices in their vehicles in return for better road access. The tracking devices are provided and monitored on a fee for service basis by companies accredited through Transport Certification Australia. From 1 July 2009, trucking operators in New South Wales will need to be enrolled in IAP to operate under Higher Mass Limits (HML) or use B-triples or AB-triples.
 
The chairman of the ATA, Trevor Martyn, said the warning was particularly important for technology companies who are in the queue to become accredited to provide tracking devices and monitoring services.
 
“Many of these companies have based their business plans on the number of trucking operators who have pre-enrolled for IAP in New South Wales,” Mr Martyn said.
 
“Under the pre-enrolment system, operators are able to keep operating under HML on their
existing routes while they make a fully informed business decision about the benefits of joining IAP.
 
“The ATA’s members, including a number of large operators, are starting to conclude that the costs of joining IAP are greater than the benefits.
 
“As a result, technology providers should not use the number of operators pre-enrolled for IAP as an indication of the size of the market for IAP services,” he said.
 
Mr Martyn said many trucking operators had already invested huge amounts of money in their own vehicle tracking systems.
 
“Those operators are now being asked to spend more money to install IAP units and then to pay a monthly fee to duplicate what their existing equipment does already. For many companies, the productivity gains just aren’t worth the cost.
 
“A second issue for trucking companies is that the NSW Government is not prepared to guarantee that IAP-enrolled operators will have access to the local roads they need to complete their journeys.
 
“An operator could spend tens of thousands of dollars to enrol in IAP, and then have no recourse if a local council refuses to let them use the last mile of road that may make the whole investment worthwhile,” he said.
 
Mr Martyn said the NSW Government’s approach to IAP would result in more trucks on the state’s roads.
 
“Under Higher Mass Limits, trucks with road friendly suspensions can safely carry 10-13 per cent more payload. The many trucking operators who do not plan to complete their IAP enrolment will need to use more trucks to carry the same amount of freight from 1 July 2009,” he said.
 
Mr Martyn urged the state government to withdraw its IAP requirement and instead accept that operators’ existing systems provide sufficient proof of compliance with the state’s road access rules.
 
“IAP was never intended to monitor high productivity vehicles or trucks operating under HML. The state government has adopted the technology because it is new and shiny, but it does not offer any real benefits,” Mr Martyn said.
 
However, the only currently certified supplier of equipment and software under the IAP, TransTech, said it expects take-up to increase as the mandated dates come closer. “We are already installing the system on several fleets,” a spokesman told T&Lnews. “We have had to double our staff, and by the end of the financial year, we anticipate a further two hundred or so companies will come on board.”
 

Smiths Crisps robotic packaging line awarded

An innovative robotic packaging line at snackfoods manufacturer Smith’s has improved everything from product presentation, storage, transport to environmental impacts, and earned the company an award.

The packaging line at Smith’s Tingalpa production site in Brisbane was named the Best of the Best in this year’s Mercury Awards, also garnering the company the Best Manufacturer award.

The company’s space efficient multi-pack (SEMP) project was designed to create clear production differentiation in an increasingly crowded multi-pack market segment, as well as to cut manufacturing and supply chain costs.

While the multi-pack concept has become a strong family favourite in Australia, the large volume of conventionally packaged multi-packs made them expensive to handle and transport. Their bulky nature also meant they also required better strategies to optimise limited shelf space in retail outlets.

Smith’s national project engineering manager, Steve Reilly said the SEMP project was “one of those rare projects that not only achieved the goals of the marketing, engineering and manufacturing departments, it also managed to deliver a wide range of supply chain benefits.”

Benefits

The collaborative project brought together technology partners including Germany’s Schubert for the robotic packing line, France’s Cermix for case packers and local suppliers Visy and Dematic for packaging and materials handing systems respectively.

Packing the individual inners in a cardboard carton instead of a large plastic bag has reduced the volume of the finished goods by about 30 per cent, which enabled the company to store 30 per cent more product in the same space while delivering a similar reduction in handling and transport costs.

The upgrade has doubled throughput capacity at the Brisbane site and removed up to 350 tonnes per annum of non-recyclable plastic wrap from landfill.

Working with Dematic – challenges and rewards

The SEMP robotic packing line comprises ten robotic packing stations, each with two robot arms fitted with gentle vacuum gripping attachments that enable them to precisely place individual packs into cartons in a pre-determined location.

The accuracy with which the packs are placed means the volume in the carton is used very effectively, delivering significant handling and transport cost savings.

Supporting the new robotic packaging line is a Dematic conveyor system that interlinks various processes and fulfils the role of removing empty work-in-progress (WIP) boxes containing bulk quantities of inners from the packaging line and returns them to the packing plant’s interface with upstream production.

Dematic had to install the WIP conveyor system within the sensitive packing environment without the need for any ‘hot work’ such as welding and grinding. Every connection in the system that would have normally been welded was converted during design into a bolted connection.

The installation was completed within six weeks, with the system commencing production this January.

A key challenge in designing the new conveyor system was to proof-test the design by computer simulation to prove the conveyor could remove and return the empty WIP boxes for reuse at the required throughput rates.

Mr Reilly said Dematic’s simulation gave the company confidence in design options.

“The fact that we could see in real-time how the whole system would operate was very reassuring for the project team,” he said.

“This was also the first time we had worked with Dematic and we were impressed by their performance at all stages of the project, particularly during installation, which had to occur while the plant was still fully operational.”

A recession-proof technology company

After three years of 100 per cent year-on-year compound growth, a mobility technology company is leveraging continuing success by expanding into a new market.

Despite worsening business conditions, Melbourne-based Leopard Systems has expanded its operations in a bid to consolidate its presence in NSW and Queensland.

The company’s newly appointed regional sales manager for NSW and Queensland Paul Fuller said while it had been servicing the Sydney market, with a number of local clients the company now had a robust business case for a local office.

“Our new office in Botany means companies no longer have to put up with different suppliers for their mobility software, hardware and back-end integration, and getting stuck in the middle trying to resolve system problems,” Mr Fuller said.

“With tougher times ahead for many businesses, mobility technology is no longer a luxury.

“Being able to transfer data to head office wirelessly and in real time will be essential for operating a profitable business,” he said.

A Sydney local and ex-professional rugby league player Mr Fuller has been helping a Melbourne-based telecommunications company consolidate its position in the Australian, New Zealand and South African markets.

“As technology gets more capable and sophisticated, companies want a trusted personal contact – someone local, someone who can be there at short notice and someone to speak with face-to-face.

“And above all, a single point of contact so they don’t get the run around between IT suppliers,” he said.

Leopard Systems offers a range of mobility programs including the hardware, software and back-end integration, coupled with aftermarket care, to eliminate the need for third parties.

Its clients include Australia Post, Country Road, Kings Transport, Couriers Please, Bunnings and Coles Express.

Textbook supply chain management software

Leading educational institutions are opting for supply chain software developed by Mid-Comp as a key teaching tool.

Victoria University’s (VU) Industry Skills Training, which has built a strong reputation for innovation, has become the latest addition to the growing list of organisations to sign up for the Melbourne-based company’s education initiatives program.

Under the new agreement, VU will utilise Mid-Comp’s Odyssey corporate distribution and accounting software for teaching purposes.

The company’s managing director Steve Bridges said that as an advanced enterprise resource planing program with a strong focus on distribution, Odyssey was compatible with the organisation’s educational objectives.

With the help of the program, VU’s transport and logistics student will have access to a real-world warehousing and distribution environment, working in a modern warehouse using barcode and RFID technologies.

Students are expected to gain practical hands-on exposure, lifting their employability when they complete their course.

Mr Bridges said the breadth of the Odyssey software application would enable course graduates to go into any distribution company operating modern workflow processes and become productive immediately.

VU Industry Skills Training head of school Peter Jacobson said the software would form a pivotal part of courses, offered to local and international students for either academic or commercial industry-based learning.

“The courses encompass the full gambit of supply chain, business administration and financial applications,” Mr Jacobson said.

VU Industry Skills Training recently won an Australian Supply Chain and Logistics Award (training, education and development category) for its ‘Ready to Work’ program, a four-week course that aimed to tackle Australia’s shortage of logistics transport workers by fast-tracking students into the industry.

Mid-Comp, under a strategic partnership with IBM, develops and supplies business software to organisations in 26 countries, including a substantial number of Fortune 500 companies.

Manhattan Associates Announces SCOPE

Global Supply Chain optimisation provider Manhattan Associates has announced Manhattan SCOPE, the first comprehensive portfolio of solutions and technology to leverage a common Supply Chain Process Platform.

SCOPE’s Supply Chain Process Platform houses an optimisation engine that enables data, events and workflows in different solutions to inform each other and to enact changes in each other’s operations when circumstances warrant.

This capability represents true cross-application optimisation, rather than the traditional ‘silo’ approach in which attempts to improve one area of the Supply Chain, such as Transportation, for example, may have a serious negative impact in another, such as Inventory.

SCOPE’s optimisation range also extends across an organisation’s Supply Chain ecosystem of suppliers, partners, transporters, distributors and channels.

“Today’s highly competitive and unpredictable global market requires companies to move beyond managing their Supply Chains to optimising them,” says Eddie Capel, executive Vice President for product management, Manhattan Associates.

“True optimisation requires visibility, events, intelligence, workflows, and data to be synthesised across Supply Chain functions, and, ideally, across an organisation’s Supply Chain ecosystem.”

“Without a Supply Chain Process Platform to tie solutions together, it would be impossible for a warehouse management solution, for example, to optimise replenishment, order management, or forecasting operations,” he says.

In addition to the Supply Chain Process Platform, the SCOPE portfolio includes:

Five Supply Chain solution suites of

  • Planning and Forecasting
  • Inventory Optimisation
  • Order Lifecycle Management
  • Transportation Lifecycle Management
  • Distribution Management;

Platform Applications that deliver

  • Supply Chain Event Management
  • Supply Chain Intelligence and visibility across solution suites;
  • Cross-suite (X-suite) solutions that combine solutions and/or solution components to address specific Supply Chain challenges.

“Our customer base includes some of the most recognised Supply Chain leaders in the world,” says Pete Sinisgalli, president and CEO for Manhattan.

“They tell us that moving beyond functional thinking to optimise operations across their Supply Chains and their ecosystems is critical to achieving their strategic and financial goals.”

“We have worked with their input, and ideas from the smartest supply chain professionals, scientists and mathematicians in the industry, both within Manhattan and on our Advisory Boards, to create SCOPE and our long term vision for optimising service-based ecosystems,” Sinisgalli says.

No place for pranks

Employers and workers need to take a zero-tolerance approach to workplace initiations and pranks which can lead to serious injury and potentially death WorkSafe Victoria says.

“Extra vigilance is needed at this time of year when large numbers of young and inexperienced workers are joining the workforce,” WorkSafe General Manager, Eric Windholz says.

“All too often, a moment of recklessness results in disaster. There is no room for violence in any workplace.”

“Everyone has a responsibility to ensure their workplace is as safe as practicable,” he says.

Victoria’s workplace health and safety laws require employers to provide and maintain a safe workplace and provide appropriate training and supervision.

Employees have a responsibility to work in a safe way, and not put themselves or others at risk.

“Supervisors have an important role to play in setting and maintaining clear standards of behaviour at work,” Windholz says.

“As we see so often in the media, young people do not have the same insight as adults. They often do not appreciate the consequences of what they are doing.”

Windholz says young workers between 15 and 25 have the highest proportion of work-related injury and a higher rate of hospitalisation than other age groups.

WorkSafe has prosecuted a number of cases where people have endangered themselves and others through dangerous pranks.

Employers, workers or parents needing help can call WorkSafe on 1800 136 089.

Publications on the prevention of occupational violence and bullying are available on the WorkSafe website or by calling the Advisory Service on 1800 136 089.

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