Dr-Gillian-Miles_NTC-CEO

NTC appoints new chief executive officer

The National Transport Commission (NTC) has announced the appointment of Dr Gillian Miles as its new chief executive officer  and commissioner.
Dr Miles, a former Victorian government senior executive, will commence in the role next week following an extensive recruitment process.
NTC chairwoman Carolyn Walsh said the appointment of Dr Miles has come at an important time with the NTC undertaking a number of significant reforms in land transport.
“Innovation, change management and a strategic mindset were front of mind for this appointment, particularly as the NTC continues to make major progress on several landmark transport reforms, including the regulation of automated vehicles and a review of the heavy vehicle national law.
“I’m confident that Gillian’s wealth of knowledge and experience is well suited to leading the NTC through a period of significant change across the land transport sector,” Ms Walsh said.
Ms Walsh also acknowledged the contribution of acting CEO Dr Geoff Allan following the departure of former CEO and commissioner Paul Retter AM in late 2018.
Dr Miles comes to the NTC with a long history of related senior appointments, including:

  • Head of Transport for Victoria, 2015–2018.
  • Chief executive officer, City of Greater Geelong, 2014–2015.
  • Head of strategy & performance, Transport Accident Commission, 2013–2014.
  • Deputy Secretary, Transport, Department of Transport, Planning and Local Infrastructure, 2009–2013.
  • Deputy Secretary, Community Development, Department of Planning and Community Development, 2007–2009.
  • Executive Director Regional Services, VicRoads, 2002–2007.
  • Board member Roads Australia.

Conveying equipment market worth over USD 34bn

According to a new research report by the market research and strategy consulting firm Graphical Research, Conveying Equipment Market size was valued USD 34 billion in 2017.
The expanding construction industry, which itself was worth nearly USD 9.5 trillion in 2015, will positively impact conveying equipment demand over the coming timeframe. Surging applications in the automotive industry for manufacturing and shipment of vehicles will generate heavy demand for conveyor systems, in turn influencing the market size. In addition to this, rising e-commerce and the food & beverages industry, which in turn demands simultaneous production and delivery of goods, will also be lucrative sectors contributing towards conveying equipment market growth.
Stringent government regulations to ensure employee safety is another vital factor fuelling the industry size. For instance, OSHA (occupational safety and health administration) has restricted human exposure to harmful work environments, which has made it mandatory to install these systems across such work spots, thereby boosting the industry’s growth trends.
However, tight supply of raw materials such as steel, polyester, cotton, rubber and coated fabrics over the coming years may inhibit industry progress.
Bulk handling conveyors are estimated to register a CAGR of around 2% over 2018-2024. These are mainly used for loading and unloading of goods. Some of the bulk handling products include belts for coal, ash handling systems, coal handling systems, rotary air lock, truck loading machine, rotary air valve, truck loaders, and rotary feeder. Countries such as China and India, where coal is used as a fuel on a large scale, will contribute significantly towards bulk handling conveyors’ market growth.
Conveyor system market share for durable goods is projected to surpass USD 15 billion by 2024. The growth can be attributed to the growing industrialisation and shifting focus towards bulk production to minimise production time and costs.
Conveying equipment market size for non- durable goods will register a CAGR of around 1% over 2018-2024, driven by increasing demand across food & beverages industry.
Geographically, the market is segmented into North America, Asia Pacific, Latin America, Europe, and MEA.
APAC conveying equipment market size is estimated to grow at a CAGR of around 2.5% over 2018-2024, driven by favourable regulations, increased infrastructure spending and growing industrialisation across this region. India and China are estimated to drive the region’s growth.
US conveying equipment market will witness a significant growth over the forecast timeframe, catalysed by the expansion of the automotive and aerospace industries across this region.
The European market is poised to grow noticeably over the projected timeframe, driven by the growing automation in automotive and manufacturing industries. Germany and France will be the major revenue pockets.
Key industry participants are Sandvik, Dematic, Rexnord, Nordstrong Equipment, Intelligrated, Daifuku, Webster, Richards Wilcox, Hitachi, FMC Technologies, and Siemens.
The report can be viewed here.

Toyota plans Victoria's first hydrogen refuelling station

Toyota Australia, with funding assistance from the Australian Renewable Energy Agency (ARENA), has unveiled plans to build a $7.4 million Hydrogen Centre at the company’s former site of car manufacturing at Altona in Melbourne’s west.
The Hydrogen Centre is part of a larger plan to transform the former Altona site into a Centre of Excellence.

As part of the Hydrogen Centre project, existing manufacturing infrastructure will be repurposed into Victoria’s first integrated hydrogen site, complete with electrolyser, commercial grade hydrogen refuelling station and an education centre with live demonstrations.
ARENA will contribute $3.1 million towards the Hydrogen Centre development, with Toyota Australia investing the remaining $4.3 million.
Toyota Australia’s president and CEO Matt Callachor said the Hydrogen Centre announcement was a step towards the company meeting its target of zero CO2 emissions from sites and vehicles by 2050.
“This is a very exciting time for Toyota Australia. Today’s announcement with ARENA aligns with our global drive to promote sustainable mobility and to play a leading role in the transition to a decarbonised future,” Mr Callachor said.
“Hydrogen has the potential to play a pivotal role in the future because it can be used to store and transport energy from wind, solar and other renewable sources to power many things, including vehicles like the Toyota Mirai Fuel Cell Electric Vehicle (FCEV).
“Right now, the biggest factor to the success of hydrogen being widely available is the lack of infrastructure. The sooner we move to a zero emissions society, the better, and Toyota is committed to making this a reality.”
ARENA chief executive officer Darren Miller said Toyota’s Hydrogen Centre would demonstrate hydrogen as a viable fuel source for transport and as an energy storage medium.
“Toyota is helping to pave the way for more renewably powered vehicles in Australia, where the uptake of electric vehicles has been slower than other countries.
“The demonstration of low-cost hydrogen production and distribution is key to the uptake of hydrogen-powered electric vehicles in areas such as truck, bus and government fleets.
“Australia holds a competitive advantage to play a global role in the emerging hydrogen export market due to our existing expertise and infrastructure. We’re excited to see Toyota add their skills to the mix and be a major player in increasing the reach of hydrogen applications in different sectors,” Mr Miller said.
Construction on the Hydrogen Centre will commence this year, with the education centre expected to be open by December 2019, and the electrolyser and hydrogen refuelling station fully operational by late 2020.
Once up and running, the hydrogen refuelling station will be able to fill a vehicle, like Toyota’s Mirai Fuel Cell Electric Vehicle (FCEV), in between three and five minutes.
As part of its ongoing hydrogen advocacy efforts, Toyota Australia has been providing Toyota Mirai FCEV vehicles to local governments and commercial organisations through its hydrogen loan program.

Labor to review ‘exorbitant’ port surcharges

Peak body Road Freight NSW (RFNSW) has welcomed the State Opposition’s support to stop ‘exorbitant’ port surcharges unfairly imposed on truck operators at Port Botany and its pledge to work with RFNSW in a review of exemptions for the luxury-vehicle tax.
Opposition Leader Michael Daley and Shadow Minister for Roads, Maritime and Freight Jodi McKay said landside prices and charges had ‘escalated rapidly without explanation or justification’ and promised to put an end to ‘unfettered and unfair pricing practices’ at the port, if elected on Saturday.
“On behalf of our members, RFNSW is pleased the Opposition has listened and acted on the concerns of our members. It’s time industry had a fair and robust price monitoring system at the port,” RFNSW’s chief executive Simon O’Hara said.
“For over two years now, RFNSW has been fighting hard to raise awareness of these mounting surcharges imposed by the stevedores and their crippling financial impact on truck operators. It’s out of control.
“We’ve said all along there must be an independent body called in to regulate infrastructure and other landside charges, which is why we welcome the Opposition’s pledge to formalise the involvement of IPART in the setting of port charges.”
Mr O’Hara said RFNSW was pleased that Ms McKay had responded to industry concerns over the luxury vehicle tax, stating that the ALP would maintain ‘all current exemptions and concessions, including those for heavy trailers.’
“Following our ongoing advocacy and dialogue on behalf of our members, Ms McKay has assured us that the Opposition is committed to a review of those exemptions, in order to protect the trucking industry and will work with RFNSW as part of that review,” he added.

Health support – from MHD magazine

The pharmaceutical industry
The pharmaceutical industry is a knowledge-based, technology-intensive industry that comprises bio-medical research, biotechnology firms, originator and generic medicines companies and service-related segments, including wholesaling and distribution.
The volume of the global pharmaceutical market has more than doubled in the past ten years. By the end of 2016, the global sales volume was estimated to have risen to nearly $A1.5 trillion.
In a snapshot from the CSIRO in 2017, the Australian medical technologies and pharmaceutical sector provided 48,000 jobs in total, across 50 pharmaceutical companies, 400 biotechnology companies and 500 medical technology companies.
And the importance of this industry is growing. Australia’s pharmaceutical market is set to rise to over $A25 billion by 2020.
This industry seeks to deliver medication and related health services that meet the best possible health and economic objectives, including timely access to medicines that meet appropriate standards of quality, safety and efficacy.
The simplified logistics and shortened supply chain of the 1930s, where most pharmacists were still mixing powders and vials and making tablets in their own pharmacies for delivery to customers, made it much easier to meet these objectives.
Today, medicines are distributed through a complex supply chain, which can be disrupted anywhere along its path, from manufacturing to dispensing. The pharmaceutical supply chain is a core part of Australia’s healthcare system, making medicines readily available to all Australians, regardless of location.
SSI SCHAEFER develops and implements supply chain solutions that cater for the future growth of pharmaceutical manufacturers, wholesalers and retailers. SSI SCHAEFER order fulfilment systems support everything from traditional wholesale distribution to omni-channel logistics, including fast-paced e-commerce requirements.

Pharmaceutical wholesale
Pharmaceutical wholesalers procure, distribute and sell a wide range of pharmaceutical and medicinal products. These products include prescription medicines, pharmacy-only medicines, over-the-counter (OTC) medicines, other healthcare products and veterinary pharmaceuticals.
Pharmaceutical wholesalers in the Australian market generate $A14.6bn in annual revenue and employ around 13,000 staff.
Although the principles of a pharmaceutical supply chain are similar to other products and industries, there are very specific issues and characteristics that make it different. Within the supply chain there are a number of rigorous regulatory requirements, such as international customs and importation hurdles, complex transport and storage needs, massive SKU proliferation, and significant pressure to maintain continuity of supply.
Pharmaceutical supply chains are not only important for hospitals, practitioners and consumers, but are also important from social and political perspectives. The impacts of disrupted supply can be felt widely and quickly, and have serious ramifications. It is crucial that medicines be delivered at the right time to the right person in standard conditions. Improper distribution of medicinal products not only affects brand reputation, customer satisfaction and company profits, but can also disrupt the healing processes of patients and negatively impact public health.

“Consistent, reliable service levels are clearly paramount, as is the compliance with regulatory requirements.”

Factors that contribute to unanticipated shortages of medicines include manufacturing faults, logistical failures and unexpected or unpredictable disease outbreaks. Additionally, unexpected safety signals may require recalling of batches with a consequential scarcity of remaining supplies at short notice.
With notable unexpected shortages, the vulnerability of the supply of medicines is exposed. Supply may be restricted or delayed anywhere in the supply chain from manufacturing to the dispensary. The high margins on pharma products, coupled with the limited patent lifespans, mean pharmaceutical companies must significantly focus on maintaining supply.

The challenges
Consistency. End-user customers demand the highest standards of quality and with zero-fault tolerance. Consistent, reliable service levels are clearly paramount, as is the compliance with regulatory requirements.
Regulation. The foundations of Australia’s pharmaceutical supply chain have shifted over recent years due to global and local factors. The NMP (National Medicines Policy) commits to providing timely, Australia-wide access to affordable medicines that meet appropriate standards of quality, safety and efficacy, while maintaining a responsible and viable medicines industry.
Internationally, the industry is moving towards the new Goods Distribution Practice (GDP), which is similar to the Good Wholesaling Practice, but extends the requirements around handling, transportation and traceability. Incorporating these will add challenging logistics hurdles that demand significant investment in existing Australian infrastructure.
Pack variety. There is a significant variety of packaging in the pharmaceutical industry – a vast array of box sizes and dimensions, packets and satchels, glass vials and jars including liquid dosage, plastic bottles etc. Also, packaging must be safeguarded throughout the logistics chain to maintain perfect appearance, not only for aesthetics but also for clarity of essential identification.
The rise of generics. Over recent years, the percentage of generics in the market has been steadily increasing and they are estimated to account for about 90 percent of all prescriptions by 2020 9 This continues to significantly contributes to SKU growth with wholesalers.

“Supply chain visibility is considered of major importance and a significant challenge facing the industry.”

An increasing number of prescriptions. Alongside the rise of generics, there has been an overall rise in the number of prescriptions, in the vicinity of 6.8 per cent in 2015. As the demand for medicines continues to grow, more accurate forecasting and inventory management have become increasingly important.
The rise of cold chain logistics. With demand for cold chain logistics growing, it has become increasingly difficult for pharmaceutical companies to manage fluctuations in demand for temperature-dependent medicines, which can result in exceedingly high inventory costs due to the cooling requirements. This can be of high concern in the Australian market, particularly evident during the hottest January on record that we experienced this year.
The European GDP guidelines extend adherence to storage conditions, as indicated on the packaging, to the transportation leg of the journey. The compliance requirement has long been adhered to with cold chain products – generally anything below 8°C. However, it is new for the majority of the products found in most medicine cabinets, often labelled for 25°C. For example, in practice, the GDP guidelines now apply to about 80% of pharma products in the EU.
Supply chain visibility. Many products are highly sensitive and require end-to-end documentation. Visibility is the ability to track and trace prescription medication. It is also essential to monitor and comply with expiration dates. Supply chain visibility is considered of major importance and a significant challenge facing the industry. Management’s ability to achieve a nearly risk-free environment is primarily enabled by visibility technology that introduces intelligence into every step of the healthcare supply chain.
Storage locations. Storage and picking of pharmaceuticals dictates significant variety and different environments. There is also a need for dedicated storage areas for different types of products such as OTC medications and products, narcotics and hazardous chemicals. Some items require cooling, and others must be held in secure storage.

Order fulfilment systems
SSI SCHAEFER draws on a wealth of expertise and technologies to facilitate the continuous and efficient supply of products in the pharmaceutical industry. SSI SCHAEFER’s order fulfilment systems, whether manual, semi, or fully automated, can flexibly be adapted to the increasing requirements and demands of this industry sector, and include:

  • Carton and tote bin conveyor and handling systems for efficient material flow.
  • High productivity ‘goods-to-person’ order picking systems.
  • ‘A-frame’ fully automated product dispensers.
  • Product and order verification scanning machines.
  • Automatic storage and retrieval systems for tote bins and pallets.
  • Warehouse management software for manual or automated warehouses delivering:
    • Serial number tracking through automatic recording of data.
    • Expiry date management through stock monitoring and automatic early expiry date detection.
  • Automatic-guided transport systems.
  • Robots for both picking and pallet loading.
  • RF, voice or light directed manual picking to order cartons or pallets.
  • Plastic tote bins for product storage and order delivery.

“Synchronisation between the collector belt and the order totes ensures a continuous stream of automatically picked products, up to 10,000 items an hour.”

Goods-to-person systems

SSI SCHAEFER goods-to-person high productivity picking systems eliminate walking by automatically retrieving products from an automatic storage system and conveying them to an operator at an ergonomically designed pick station. Order totes or cartons are also automatically conveyed in and out of the pick station, allowing the operator to continually fulfil orders without moving from the station. A combination of displays and light curtains ensures high accuracy and productivity. Operators can pick individual items, shelf packs or small cartons at the station.
A-frames

SSI SCHAEFER A-frames automatically dispense pharmaceutical products onto a collector belt that runs through the centre of the A-frame and automatically delivers the collected items into an order tote or carton. Synchronisation between the collector belt and the order totes ensures a continuous stream of automatically picked products, up to 10,000 items an hour, making the A-frame ideal for dealing with fast moving small items in peak times.
Warehouse management software

SSI SCHAEFER’s warehouse management software, WAMAS, intelligently manages the end-to-end processes in both manual and automated distribution centres. WAMAS ensures tight integration between the various automated subsystems and operational processes, and is rich in the functionality required for pharmaceutical distribution, including:

  • Batch-lot & product ID tracking.
  • Check weighing.
  • Order cubing.
  • Route prioritisation.
  • Order consolidation.

WAMAS manages and controls all intralogistics processes including efficient and flexible order processing, goods movement, and resource optimisation, along with the provision and analysis of logistics performance data so critical to the supply chain visibility required by the pharmaceutical industry.
SSI SCHAEFER is a strong partner to the pharmaceutical industry, having worked with many of industry leaders over the last 20 years. Contact SSI SCHAEFER directly for case study evidence. For more information, call +61 2 8799 3600 or visit www.ssi-schaefer.com.
 
 
 
 

New truck design on the horizon: just add wheels

Prof. Amir Khajepour stands next to a vehicle containing his new wheel unit.

Vehicles could be affordably produced for a wide variety of specialised purposes using a sophisticated wheel unit developed by researchers at the University of Waterloo, Canada.
The self-contained unit combines a wheel and an electric motor with braking, suspension, steering and a control system in a single module designed to be bolted to any vehicle frame.
It would free manufacturers from making huge investments to develop those components from scratch and enable the economical production of specialised vehicles in even small quantities.
“The idea is modularity and plug-and-play control capability,” said Amir Khajepour, a mechanical and mechatronics engineering professor at Waterloo. “Our wheel unit, in a sense, is a full vehicle with only one wheel. All that’s missing is a body.”
Automotive researchers first applied the concept to electric, two-seater urban cars, which promise to ease congestion and reduce pollution, but make up only a tiny fraction of sales because of high prices, space limitations and safety concerns.
Mass-produced wheel units would significantly reduce production costs whilst also creating space for passengers that would otherwise be devoted to mechanical components such as steering columns.

To improve the stability of the tall, narrow cars, researchers also designed and prototyped the units – which weigh about 40 kilograms and have about 25 horsepower – to enable active wheel cambering, or tilting.
“Companies will be able to produce a smaller car that is cheaper, too,” said Mr Khajepour, director of the Mechatronic Vehicle Systems Lab. “Right now, we are not there. You have to pay more to get a smaller car, to get less.”
The next step in the research involves scaling up the wheel unit, technically called a corner module, for large utility and commercial vehicles.
That would pave the way for more cost-effective production of low-volume, specialised vehicles with customised bodies in fields such as rescue operations.
“It’s an economy of scale problem,” Mr Khajepour said. “Corner modules would allow us, without enormous development costs, to make vehicles that are specific for each application, for each function, by concentrating only on the design of the body and the user interface.”
A paper on the research, Development of a Novel Integrated Corner Module for Narrow Urban Vehicles, was co-authored by Khajepour, former master’s student Mohammad-Amin Rajaie and post-doctoral fellows Alireza Pazooki and Amir Soltani. It first appeared online in Journal of Automobile Engineering in January 2018 and in print on February 1, 2019.
 

Delivering the future: the delivery robot arrives

FedEx Corp. has launched a new agent to meet the rapidly changing needs of consumers: the FedEx SameDay Bot, an autonomous delivery device designed to help retailers make same-day and last-mile deliveries to their customers.
With the bot, retailers will be able to accept orders from nearby customers and deliver them by bot directly to customers’ homes or businesses the same day. FedEx is collaborating with companies such as AutoZone, Lowe’s, Pizza Hut, Target, Walgreens and Walmart to help assess retailers’ autonomous delivery needs. On average, more than 60 per cent of merchants’ customers live within three miles of a store location, demonstrating the opportunity for on-demand, hyper-local delivery.
“The FedEx SameDay Bot is an innovation designed to change the face of local delivery and help retailers efficiently address their customers’ rising expectations,” said Brie Carere, executive vice president and chief marketing and communications officer for FedEx. “The bot represents a milestone in our ongoing mission to solve the complexities and expense of same-day, last-mile delivery for the growing e-commerce market in a manner that is safe and environmentally friendly.”
The FedEx bot is being developed in collaboration with DEKA Development & Research Corp. and its founder Dean Kamen, inventor of many life-changing technologies, including the iBot personal mobility device and the Segway.
“The bot has unique capabilities that make it unlike other autonomous vehicles,” Mr Kamen said. “We built upon the power base of the iBot, an advanced, FDA-approved, mobility device for the disabled population with more than 10 million hours of reliable, real-world operation. By leveraging this base in an additional application, we hope that the iBot will become even more accessible to those who need it for their own mobility.”
The FedEx bot is designed to travel on sidewalks and along roadsides, safely delivering smaller shipments to customers’ homes and businesses. Bot features include pedestrian-safe technology from the iBot, plus advanced technology such as LiDAR and multiple cameras, allowing the zero-emission, battery-powered bot to be aware of its surroundings. These features are coupled with machine-learning algorithms to detect and avoid obstacles, plot a safe path and allow the bot to follow road and safety rules. Proprietary technology makes the bot highly capable, allowing it to navigate unpaved surfaces, kerbs, and even steps for extraordinary door-to-door delivery.
The initial test will involve deliveries between selected FedEx Office locations. FedEx Office currently offers a SameDay City service that operates in 32 markets and 1,900 cities using branded FedEx vehicles and uniformed FedEx employees. The FedEx bot will complement the FedEx SameDay City service.
The FedEx bot will support retailers in several segments, and the first group of retail customers to view the prototype have recognised the value the technology can bring to their industries.

Sea electric IKEA electric truck

IKEA deliveries to be all electric by 2025

All delivery and assembly vehicles at IKEA are to be electric by 2025 as part of the ambitious IKEA People and Planet Positive Strategy.
IKEA Australia has announced a commitment to use only electric vehicles for all of its operations and services by 2025, with the roll out starting immediately. In partnership with transport service providers, the roll out will see electric vehicles (EV) used for home deliveries and assembly services with a vision to create a better everyday life for many people.
IKEA will be the first home furnishing company in Australia to have EV last-mile deliveries and assembly services, emphasising its commitment to lower its carbon footprint and to be an industry leader in helping people and planet. The announcement is part of the business’s goal to work with local partners and customers to be Circular and Climate Positive.
Ingka Group is a member of The Climate Group’s EV100 initiative for accelerating the global shift to electric vehicles, and as part of its global EV strategy, by 2020 one quarter of all customer delivery vehicles will be electric, with the transition to electric vehicles complete by 2025. IKEA China has already achieved 100% EV deliveries in Shanghai.
In Australia, there are currently seven IKEA EV on the road, which are owned and operated by its service providers based in Sydney, Melbourne and Perth. Six of the EV fleet are currently responsible for last mile delivery.
A trial of the first of these EV, conducted since April 2018 across IKEA stores in Victoria, has seen a total of 3,500 deliveries to customers. IKEA aims to reach a 5% EV roll out in conjunction with its partners in FY19, 10% in FY20 and 100% in FY25. Based on the manufacturers’ specifications, one truck is estimated to save 36.3 metric tonnes of CO2 annually.
IKEA Australia country manager Jan Gardberg said: “At IKEA we want to drive positive change. That’s why we are committed to achieving zero emissions from delivery vehicles and ensuring 100% of our fleet will be electric vehicles.
“This is just one of the many initiatives and ambitions we have in place as part of our 2030 People and Planet Positive Strategy. Our end goal is to have a positive impact on people and the planet, and while IKEA is a large global organisation, we can’t do this alone. We’re excited to be partnering with many like-minded organisations in Australia and around the globe to help us create impact and drive positive change.”
The move has been welcomed by The Climate Group. Head of EV100 at The Climate Group Sandra Roling said: “As a member of our EV100 initiative, IKEA is leading the way in making the switch to electric transport. It is great to see the implementation of their global commitment to drive change around the world.
“Global consumer brands like IKEA have a crucial opportunity to inspire faster action on electric transport, while showing their customers the wider societal benefits it brings.
“We want to see many more companies in Australia follow IKEA’s lead.”
The EV strategy is part of IKEA’s wider Global People and Planet Positive Strategy. The strategy sets the direction for all IKEA franchisees and covers three focus areas:

  1. Healthy & Sustainable living – inspiring and enabling more than 1 billion people to live a better everyday life within the limits of the planet.
  2. Circular & Climate Positive – transforming into a circular business and becoming climate positive by reducing more greenhouse gas emissions than the IKEA value chain emits, reducing the climate footprint of IKEA products and operations in absolute terms.
  3. Fair and Equal – creating positive social impact for everyone across the IKEA value chain and in all areas of the IKEA business.

In addition to the EV vehicle rollout, the IKEA Global People and Planet Positive Strategy includes commitments to:

  • Removing all single-use plastic products from the IKEA range globally and from customer and co-worker restaurants in stores by 2020
  • Designing all IKEA products with new ‘circular economy’ principles, with the goal to only use renewable and recycled materials
  • Offering services that make it easier for people to bring home, care for and pass on products
  • Increasing the proportion of plant-based choices in the IKEA food offer, such as the veggie hot dog launching globally later this year
  • Becoming climate positive and reducing the total IKEA climate footprint by an average of 70% per product by working together with home furnishing suppliers across their factory operations
  • Achieving zero emission home deliveries by 2025
  • Expanding the offer of affordable home solar solutions from five IKEA markets to 29 IKEA markets by 2025.

Toll upgrades Nike warehouse to be wholly carbon neutral

Toll’s custom-built Nike warehouse in Melbourne’s Altona North has become the first-ever facility in Australia to achieve a whole-of-building carbon neutral certification under the National Carbon Offset Standard (NCOS).
Toll said certification of the Toll-Nike logistics facility, owned by Stockland, caps off its significant investment in energy efficiency at the site, which was named Best Industrial Project at the National Energy Efficiency Awards in 2017. The site’s energy efficiency program featured upgrades to a 2.5 kilometre long conveyor system that is powered by 145 individual electric motors, and the retrofitting of 1,300 light fixtures with high-efficiency LED. This has led to a halving of the site’s total electricity consumption, exceeding the greenhouse reductions required by NCOS.
The site has also received a Green Star Performance rating, the first Green Star rating for Nike and Toll, and the first in Stockland’s Logistics portfolio.
Nike’s operations director Marie Varrasso said the success of the facility reflects the company’s commitment to reducing its carbon footprint while delivering efficient products and savings that can be passed on to its customers directly.
“Through this collaboration continuous improvements have been introduced into the supply chain, which ultimately benefits Nike’s footwear, apparel and equipment customers. It’s a unique relationship, with innovation at the heart of everything we do,” said Ms Varrasso.

Toll Global Logistics president Chris Pearce said it was the partnership between Toll, Nike and Stockland that made the carbon neutral certification and Green Star rating possible.
“Toll and Nike’s partnership began when this facility was built in 1999. It was the first distribution centre to be built by Toll’s specialised warehousing division and, at the time, this type of supply chain asset was virtually non-existent in the market.
“It’s fitting that almost 20 years on, Nike, Toll, and Stockland have been awarded this landmark certification – a testament to our continuous innovation. This is a milestone achievement for all and demonstrates our collective commitment to reducing environmental impacts and introducing smarter, more sustainable solutions across our operations,” added Mr Pearce.

The Toll-Nike facility provides specialised warehousing, picking and dispatch capable of handling more than 27,000 stock keeping units (SKU) and two million units of stock. The 18,000 sqm warehouse and fit-out were designed with environmental efficiency in mind and features:

  • Translucent roof sheeting – to maximise daylight so warehouse lighting can be switched off when ambient light is sufficient.
  • Energy-efficient lighting systems –powered by the latest LED technology suited to Nike’s warehousing needs. The system also improves visibility and safety, and motion sensors have been fitted to limit power usage to occupied areas.
  • Roof insulation – to assist with temperature control.
  • An optimised conveyor system –rewired and reprogrammed to operate in relation to product volumes, eliminating unnecessary movement.

Toll and Nike have offset the remaining greenhouse emissions generated by the building by investing in forest conservation projects in Tasmania as well as in an energy recovery waste water treatment plant in Thailand. These projects protect local biodiversity and native species support jobs in local communities and reduce greenhouse gas emissions.
 

ALC Forum sees rare outbreak of bipartisanship

The Federal Government and Federal Opposition have both reaffirmed their commitment to delivering a National Freight and Supply Chain Strategy at the ALC Forum 2019 in Melbourne.
The Deputy Prime Minister, Hon. Michael McCormack MP and the Shadow Minister for Infrastructure, Transport, Cities and Regional Development, Hon. Anthony Albanese MP have both told delegates that they recognise the critical importance of the strategy.
The Deputy Prime Minister said: “Good progress is being made in partnership with all levels of government and it will be a key item of discussion at the next COAG Transport and Infrastructure Ministerial Council Meeting.”
Commenting on the Strategy during his address to Forum, Mr Albanese confirmed “…a future Labor Government would not try and reinvent the wheel yet again.”
This bipartisan approach is a positive sign that the National Freight and Supply Chain Strategy remains central to the management of Australia’s future freight task and will be delivered in 2019, irrespective of the result of the upcoming federal election.
It was also encouraging to note the high degree of engagement and collaboration between the Federal Government and their state and territory counterparts on the development of the strategy. That momentum must be maintained throughout the election cycle.
It is essential that government and industry continue to work together to deliver a National Freight and Supply Chain Strategy that will ensure a more prosperous Australia.
The six industry organisations listed below welcome this renewed commitment by both sides of politics.
“We will work across the whole supply chain industry to hold the elected government to a timetable that delivers the strategy in 2019 – so that all Australian households and businesses can share in the benefits of enhanced supply chain performance,” they said in a statement.

 

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