Schenker has fitted out ten of its containers with special sensors in addition to RFID technology. These GPS security devices communicate the current GPS coordinates, temperature levels and security parameters (like door activities). The transport units are in regular use between Hamburg and Hong Kong.
The first test phase for the RFID technology has been successfully completed. RFID status notifications communicate the most important points where liability changes hands, when the containers are loaded and unloaded at the packing stations in Hamburg and Hong Kong, as well as the time of arrival at the terminal. This gives a clear view of when and where the load is being transshipped.
"It is becoming clear that this technology will be ripe for serial production in the near future. At least the RFID technology promises to be suitable for use on a wide scale, from a business point of view as well," commented Dr. Wolfgang Dräger, Senior Vice President, PM Ocean Freight, Schenker AG.
The new GPS sensors give information at regular intervals about conditions in the container: is it cold or hot, are there any sudden temperature changes? Does the container get shaken up in the course of the journey? Does it deviate from the planned route? These and other data are compiled in a report, which Schenker can then consult. "As soon as this technology is ready for serial production, it will open up new possibilities of service to our particularly demanding industrial customers," explained Dr. Wolfgang Dräger. "For example, the temperature of pharmaceutical products and other sensitive goods can be continuously monitored, which could come out cheaper in the long term than transporting them in refrigerated containers, provided that the appropriate temperature tolerances can be guaranteed."
It is a similar situation with goods that are vulnerable to shock, like laptops and other valuable articles. Even if it is not possible to prevent the goods from being shaken about at all, at least you can determine in retrospect when and where they have been exposed to shock and what has occurred. Finally it is possible to determine when and where the door of the container has been opened. If this happens unexpectedly or the door is forced, an alarm is triggered and at the same time appropriate security measures will be initiated.
As RFID manager at CHEP, Gerry Wind will drive the development of ‘track and trace’ systems on high-profile projects for CHEP customers.
Gerry Wind brings a passion for technology and automation, coupled with 23 years’ experience in RFID, supply chain management and logistics. His particular expertise is in developing RFID infrastructure that integrates with business systems to improve the efficiency of supply chain processes.
Gerry Wind has advised government and industry on RFID and addressed conferences across the globe. More recently at Telstra, his team developed an Adaptive Asset Manager system that enables live demonstration of RFID readers with updated results on a ‘dashboard’.
An all rounder, Gerry Wind is widely travelled and fluent in two languages. His diverse career includes time in Uganda as project manager for a charitable organisation, and as a consultant with Sunshine Technologies. He also managed 152 staff at Australia Post’s State Parcels Centre in Queensland.
STEELBRO New Zealand Limited took out both the Global Operator and Supreme overall award for medium/large enterprises at the recent 2007 Annual Champion Canterbury Awards.
The awards were presented by the Prime Minister, Helen Clark. The Champion Canterbury Awards are now widely recognised as the largest of their kind in New Zealand.
Peter Townsend, Chairman of Champion Canterbury Ltd. says the award recognises the innovation, tenacity and sheer hard work to succeed.
“STEELBRO is a very worthy recipient of the Supreme Champion Canterbury Award. As a multi-generational contributor to the Canterbury economy and a company that is well versed at competing worldwide with products that find ready markets in a myriad of countries, this is a well-deserved accolade.”
STEELBRO has developed a successful self-loading trailer (sidelifter) container handling technology. Claimed to be the world’s best-selling sidelifter system, STEELBRO exports the units to over 100 countries worldwide.
The Queensland infrastructure crisis has reached a new low with Michael Roche announcing a “new wave of industry activism” weeks before the release of the Goonyella Supply Chain review writes Daniel Hall.
Roche made the call after announcing that a coal transport rail corridor between the northern Bowen Basin and the Abbott Point export terminal in Queensland had been given the green light by coal companies.
“Despite the project’s potential to consolidate future growth, there is no hiding the fact that industry’s interest in the Northern Missing Link and expansion of the Abbott Point coal terminal is a direct response to the difficulties being experienced along the Goonyella corridor,” he says.
Roche says that seven companies interested in using the 69 kilometre Northern Missing Link had confirmed with the Queensland Competition Authority (QCA) their willingness to underwrite early works costs undertaken by the State Government-owned Queensland Rail Network Access (QRNA).
Queensland Rail (QR) has welcomed confirmation that mining companies are willing to underwrite early works costs for the project in North Queensland.
The early works costs associated with the 69-kilometre Northern Missing Link are estimated to be worth $27 million and will be recouped by the State Government through QRNA via independently determined rail price arrangements, regardless of whether the project proceeds.
“Once endorsed by customers the cost with the early works will, upon completion of the early works, be included
in QRNA’s regulated asset base for the Goonyella System,” a QR spokesperson says.
“Access charges for the operation of coal services on QRNA’s rail infrastructure is based on recouping the capital charge (depreciation and return) as well as maintenance and operating costs as agreed with the Queensland Competition Authority.”
“Final go-ahead will depend on execution of port and rail contracts by the companies, which will in turn depend on the economic findings of this early stage engineering and design,” Roche told the Rail Summit.
Roche’s call for a new wave of industry activism may have been heard by QRC’s largest member companies.
During a whistle-stop visit to Brisbane, Rio Tinto boss Tom Albanese told reporters that the backlog plaguing Australia’s east coast ports is among the top five problems facing the mining giant’s global operations.
Albanese said Rio Tinto will redirect its expansion plans offshore if the Queensland Government does not provide vital infrastructure, prompting Queensland Premier Peter Beattie to meet with him to smooth over relations.
Roche says that unprecedented growth in the industry is responsible for the delay in haulage capability up to a point.
“There’s no embarrassment in saying that the demand for coal has caught both the industry and logistics suppliers by surprise,” Roche says.
“However, there is embarrassment, coupled with major financial penalties for service users, when infrastructure providers cannot manage to deliver contracted capacity.”
“Resource companies should not be hamstrung by their logistics suppliers. Communication must extend to customers, regulators and shareholders to eliminate ‘suprises’ which cost throughput, drive up demurrage bills and encourage buyers to look elsewhere for reliable supply,” he says.
Expressing disappointment with Roche’s comments, Queensland Rail says QR and industry partners
are midway through the independent review of the Goonyella Coal Supply Chain.
“We’ve received a lot of attention recently about performance in the coal business and we’ve certainly heard our customers’ concerns,” says the QR spokesman.
“QR has always accepted that we could have performed better, but like all industry players the size and scope of global demand for coal was not forecast.”
“QR’s attention now is finding short term gains in the supply chain to meet immediate customer needs and to roll out long-term infrastructure and rolling stock upgrades to meet growth through to the end of the decade and beyond.”
The QRC’s independent review of the Goonyellla coal supply chain, due early August, has been supported by the Queensland government and QR.
According to Roche, the review is expected to highlight the need for strategic coordination of the coal chain master planning process, greater transparency on operational issues and performance, and an agreed set of measures to asses how the system is operating.
Four years have passed since Toyota Material Handling Australia (TMHA) commenced the integration process of its Australian wholesale and retail forklift business units into a single entity.
After working out of 3 separate facilities in New South Wales, which included the National Headquarters in Caringbah and two retail facilities, coupled with the acquisition of the BT and Raymond forklift brands to its portfolio of products, it was inevitable that a move had to happen in order to accommodate such a rapid growth.
“Since 2003 Toyota Material Handling Australia (TMHA) and TMH NSW have achieved an increase in volume of business of approximately 250%,” says company president Steve Harper.
“The brand new state of the art facility at Moorebank NSW combines both TMHA’s National Headquarters and retail areas on one 34,000 square metre site”.
The new Moorebank headquarters was officially opened on 1 May 2007 by visiting President of Toyota Material Handling Group and Vice President for Toyota Industries Corporation, Mr Tatsuo Matsuura together with TMHA Chairman Terry Unnai, President Steve Harper and State Member for Menai, Alison Megarrity MP.
The opening was celebrated by management as the fulfilment of a significant phase of a long term corporate vision to continue a drive towards an increase in market share of the Australian materials handling equipment market, currently estimated to be 30 percent.
According to Steve Harper, the combined resources within NSW is now 2-3 times bigger and currently has the capability of handling an annual vehicle throughput of up to 3,000 units which includes, not only the 3 major forklift brands of Toyota, BT and Raymond, but also aircraft towing tractors and ‘Huski’ skid steer loaders for the construction industry.
After being completed in an extremely short lead-time of 6 months, this custom built headquarters provides every conceivable resource necessary to manage a significant amount of activity.
It is clearly evident that TMHA has all the tools it needs to set the highest customer service provision standards available in Australia
Facilities at the new building include a 5,000 square metre parts centre, designed to accommodate anticipated growth over the next 10 / 15 years.
There is also a 59 bay workshop area to maximise space and efficiency for safe working practices when conducting pre-delivery, service and repair work on new machines, as well as servicing a rental fleet of approximately 4,000 units for NSW customers.
The service workshop also carries out important preventative maintenance and repairs on equipment which cannot be done in the field by field service technicians.
The workshop area is currently completing an average 200 jobs per month and supporting a formidable team of field service technicians operating out of a fleet of 99 custom built service vehicles throughout NSW which has a current capacity to manage a work load of 76,000 service jobs per annum.
THMA is committed to holding stock of new equipment in every state and has a current stock holding at Moorebank reported to be valued at approximately $5 million.
The average value of the machines stocked is $18,000 which includes machines with book values of over $100, 000 each.
TMHA management places a special emphasis on staff training, particularly for service technicians and related technical staff.
For this purpose, TMHA holds on average of 2 training sessions per week in a classroom facility which can accommodate 100 students and incorporates the latest in audio/visual equipment.
For smaller sessions, the room can be adapted and reconfigured into 3 separate purpose fitted classrooms to manage up to 30 people each.
Additional training resources include an online E-Training facility which includes course curriculum material for technical training as well as all up to date technical manuals and product literature which can be accessed through an on-line portal by staff and dealers throughout Australia.
“Technological advances are increasing at a rapid rate and THMA has the largest selection of materials handling equipment in Australia,” Steve Harper says. “In order to ensure we have the most skilled technicians available, we invest heavily in staff training.”
“We look at the operational support as an evolving science with the objective of giving our customers a service support level through ongoing improvement activities that enables them to be confident in the fact that whatever brand of Toyota Material Handling equipment they use, we will ensure their machines are maintained to operate at the highest level of efficiency and safety.”
Further Information Toyota Material Handling Free Call 1800 425 438
A Victorian Automobile Chamber of Commerce’s latest Automotive Industry Economic Survey shows skills shortages are emerging as a significant problem in the retail and service sector of the automotive industry
According to the survey, 36 per cent of respondents report unfilled job vacancies. In those businesses with unfilled job vacancies, 45 per cent have struggled along, short-staffed, for more than two months and some reported vacancies unfilled after two years
VACC Executive Director David Purchase says the worsening shortage of skilled labour may soon begin to seriously undermine competitiveness.
“It has become a critical issue for small and medium businesses in the automotive sector. However, if things do not improve, it will also become a critical issue for consumers.”
“They will experience delays in getting their cars serviced, it will put upward pressure on costs, and it will have a flow-through effect to the transport and freight sector and begin to also undermine its competitiveness,” Purchase says.
“In Australia, in this big country, we rely on being able to keep the wheels turning the services provided through the automotive service sector have played a key part in freight cost efficiencies and the competitiveness of the economy.
“Increasing apprentice numbers is the key to retaining competitiveness. VACC, through its group training program, employs over 400 apprentices.”
However, it is increasingly difficult to find suitable applicants.
“Unfortunately, traditional trades are being affected by a declining interest in trade careers among school leavers despite the opportunities they afford,” Purchase observes.
“Clearly, if the automotive industry is to remain competitive, and continue to provide the levels of service and convenience it has traditionally provided, the skills challenge is one the industry, and Government, must meet.
“So much of the economy relies on keeping the wheels turning. Regrettably, the skills issue is not going to be an easy one to solve.”
Source: Industry Week
The University of Melbourne and Michigan State University, with support from specialist consulting group GRA will combine to present a challenging supply chain Executive Development Program.
The Executive Development Program, to be held on October 28, will present a contemporary view of integrated supply chain logistics management, and will explore functional areas of the supply chain as well as demonstrate the importance of integration.
The University of Melbourne offers its expertise through the Freight and Logistics Group, Department of Civil Engineering & Environmental Engineering, with key presentations from Senior Lecturer Dr Russell Thompson, and Senior Fellow Peter Dapiran.
Presenting also, will be international experts Dr Bixby Cooper and Dr Don Bowersox of Michigan State University USA, who have led executive programs in Europe, Asia and the Americas.
To facilitate understanding of integrated supply chain management, participants will take part in an advanced logistics management computer simulation.
“The simulation realistically replicates the competitive environment of a manufacturing industry in which managers (course participants) design and operate all aspects of a logistical system for two products across 36 markets,” explains Sean Maynard from Melbourne University’s Department of Information Systems.
“Participants design the logistical system, procure material, schedule production and deliver goods to customers’ satisfaction.”
“Undoubtedly, effective management of an organisation’s supply chain is a necessity in today’s complex business environment,” says Peter Dapiran. “Demographic and geographic factors, the influence of the global economy and rapidly changing technology make such effective management a challenge.”
“This program will be valuable for senior executives with a responsibility for managing an integrated supply chain or a functional area within it, from procurement to distribution,” he says.
For further information please contact:
Lisa Kalms, Project Officer T: + 61 3 9810 3146 or
With excess demand and a highly visible queue of ships off the Newscastle coast, the capacity of
the world’s largest coal chain operation is under fire. The Hunter Valley Coal Chain Logistics Team (HVCCLT) is on the job.
The first of its kind in Australia, the HVCCLT plans all the region’s coal industry exports. Initially created in 2003 as a trial between Pacific National (PN) and Port Waratah Coal Services (PWCS), the Logistics Team was set up as a response to increasing demand from the industry to improve capacity.
HVCCLT general manager Anthony Pit tells Logistics magazine that from inception, the collaborative HVCCLT model was expected to deliver significant capacity by running coal chain operations as a system rather than a series of component parts, as the practice had previously been.
Pitt, a speaker at the recent IQPC Performance Based Logistics Conference, is proud of the results. “Both our short term goal of increasing throughput and the longer term objective of providing investment planning advice to the industry have been realised,” he says.
About 90 per cent of the Logistics Team’s resources are put towards improving system capacity. “We’ve seen a spectacular 20 per cent increase in productivity from existing infrastructure,” Pitt says. “The vast bulk of that benefit is generated by unlocking latent capacity through greater coordination of things like maintenance
programs on the track and at PWCS.”
In terms of the longer term initiative, our advisory service directly contributes to the efficiency of members’ capital expenditure,” Pitt enthuses. “Members are modifying and even adding new infrastructure initiatives in the knowledge that those changes are in the interests of the coal chain as a whole. We’ve also helped prevent investment in infrastructure that might otherwise be under-utilised.”
On a handshake, PWCS and PN agreed to colocate their planning teams to enable more effective communication and the generation of new ideas about how to increase system capacity. Joined by ARTC, the trial was expanded and formalised in 2005 as a joint venture with stated objectives and governance.
HVCCLT members now include PN and QRNational as the train operators, Australia Rail Track Corporation and Rail Infrastructure Corporation as the track owners, PWCS as the operator of cargo assembly and ship loading services and Newcastle Port Corporation who manage vessel movements.
The functioning of the HVCCLT system completely relies on the participation of members, however, as Anthony Pitt explains, the truly cooperative model doesn’t legally compel any of the group to cooperate in daily planning, or to comply with associated instructions.
I won’t say that it’s been without its challenges,” Pitt admits, “But everyone quickly came to the conclusion that it was the only sensible way to operate the coal chain. The profit generated from this approach to planning was immediate.”
Despite strong pressure on member organisations resulting from bullish growth forecasts from the industry, Anthony Pitt is confident the collaborative HVCCLT model will prevail.
“In the current market place, where the demand for coal out of Newcastle is exceptionally high, the need for more capacity certainly creates an environment with the potential for tensions and competition,” he says. “But I think the success of the model has been the glue that’s kept the team together, and will lead to greater cooperation into the future.”
“There’s a high level of common sense and maturity across participating organisations within the HVCCLT,” Pitt says. “Members acknowledge that they can’t afford to allow this cooperative planning model to be compromised, because the cost of it falling apart would be catastrophic to the industry.”
Anthony Pitt says current infrastructure initiatives have the potential to create capacity approaching the more optimistic forecasts from producers, suggesting in some cases, the need for up to 170 million tonnes of capacity by 2012.
“There are a few steps that need to take place between now and any final investment decisions,” he says. “However, $700-800 million of new infrastructure will be delivered in the course of this year, which will increase system capacity towards 100 million tonnes of throughput for 2008. Beyond that, PWCS has announced
a half a billion dollar upgrade to take port capacity to in excess of 110 million tonnes and the new Newcastle Coal Infrastructure Group (NCIG) terminal is targeting about a 30 million tonne capacity by 2010.”
“The challenges for the HVCCLT moving forward are now in the detail and refinement,” Pitt says. “Our biggest uncertainty is around how to operate the model given any new or potentially competing terminals alongside PWCS, such as the NCIG development although that’s several years away from operation.”
“We have an outstanding invitation to NCIG to participate and we’ve already had constructive dialogue with them,” Pitt adds. “I think it’s very important that we commence the planning process arising from possible changes to the model early, to ensure we ultimately get the best outcome for the coal export industry.”