Next-generation RFID

RFID is a powerful technology that offers significant business advantages when the functionality is matched by the application. Broader adoption of passive RFID technology may be limited due to the range and reliability shortcomings of this technology.
Next-generation radio frequency identification (RFID) products that bring affordable intelligence to the Australian supply chain sector have been introduced by Datanet. The Intelleflex tags offer a number of innovations to RFID that address these shortcomings. Their battery-assisted passive technology delivers long range and high reliability and provides a host of enabling features such as user memory, security and sensors. Instead of forcing business applications to fit the RFID technology, the systems fit current business flows.
The EPC-class battery-assisted smart passive tags (Class 3) and multi-protocol 3.2.1 RFID readers, provide the performance advantages of Class 4 RFID active systems at a price closer to Class 1 passive RFID. The technology enables more data (64KB) to be stored and read from tags, while remaining compatible with RFID standards, including EPCglobal.
The Intelleflex technology is available at about 20 per cent of the cost of an active system. It is claimed to have 10-100 times the range of passive RFID, to offer a 10-100x improvement in read-write accuracy, and to hold far more intelligence and information. As well as supporting long read-ranges, the technology features rewritable tag memory for storing manifests, maintenance records and custody information, and can serve as data loggers for sensor-based applications.
Perhaps more compelling than its price/performance advantage over Class 4 active, is the Intelleflex Class 3 system’s compatibility with Class 1 passive. The system supports passive C1G2 mode between tags and readers, allowing operations in either pure-passive or battery-assisted mode. This compatibility affords transport and logistics carriers the flexibility to combine Class 1 and Class 3 tags and readers within a single, interoperable infrastructure. In other words, it allows users to adopt EPCGlobal standards-based products with flexibility, while future-proofing their technology investments.
The emergence of Class 3 signals that RFID is reaching maturity, by delivering more intelligence for track-and-trace operations. Traditionally, RFID implementation has depended on the validity of stored intelligence, and now Class 3 has the intelligence to ensure that accuracy.
Intelleflex supplies the next-generation RFID chips to, among others, Boeing Corporation, to enable ‘smart labels’ on maintenance-significant parts of the new 787 Dreamliner. In the Australian marketplace, battery-assisted smart RFID systems will offer a huge advantage in asset visibility for sensitive freight such as pharmaceuticals, and temperature-sensitive, time-sensitive, returnable goods. As well as storing more intelligence, the technology reads chips in difficult, previously inaccessible areas.
Battery-assisted smart passive tags are capable of resolving security pressures from emerging mandates on the traceability of products, especially food, wine, drugs, etc. The technology is also suitable for other applications including e-manifest, ASN, product information, maintenance records, nested supply chains, cold supply chain, asset management and yard management.
The Class 3 battery-assisted passive RFID systems can enable key functionalities for transport and logistics carriers in the areas of yard management, nested visibility, and mobile asset management. Key functions include:
•           Checking vehicles in and out of entrances and exits.
•           Providing time-critical information to support loading, staging and put-away activity.
•           E-manifest for proof of delivery, increasing supply chain accuracy.
•           Returnable container tracking.
•           Tracking indoor and outdoor assets over large areas in real time.
The smart tags overcome the disadvantages of ordinary passive tags that are ID-only, difficult to read in RF-unfriendly environments, and have a low (60 per cent) read-reliability through water and other liquids, and metals. Assets are visible only at choke-points.
The new technology also eliminates the problems of Class-4 RFID (fully active tags), which are high-cost and not EPC compliant. In contrast, EPC-class battery-assisted smart passive tags comply with the latest standards framework and feature application-specific security.

Auto sector skills shortage

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

Supply Chain Executive Devlopment Program

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


Hunter Valley Coal Chain Logistics Team on the job

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.”

Retail industry supports Wesfarmers bid for Coles

While the outcome of the Wesfarmers bid has been clouded by the sharp fall in the West Australian company’s share price, the takeover has backing from the majority of 200 retail industry respondents in an online survey.

In the survey, 67% of respondents agreed that the takeover of the under-performing Coles Group businesses was a positive development for the retail industry while just 17% thought it was a negative or backward step.

Reflecting the fact that the takeover is prospectively the largest on-shore corporate acquisition in Australian history, a relatively large 17% of respondents acknowledged they were uncertain whether the Wesfarmers bid was good or bad for the retail industry.

Respondents were evenly divided on whether or not the takeover should be re-shaped by requiring Wesfarmers to divest any of the individual Coles businesses, a question currently being examined by the Australian Competition and Consumer Commission.

According to the survey, 43% of retail industry respondents want Wesfarmers to be required to divest at least one of the businesses while 41% did not believe the acquisition needed to be modified.

Views on which of the Coles chains should be divested to enhance retail competition in Australia were divided with 26% and 21% of respondents respectively suggesting that the discount department store chains, Kmart and Target, should be excluded from the acquisition.

The divestment of liquor stores was supported by 20%, Officeworks by 15% and the supermarkets and fuel businesses by 18%.

The supermarket and fuel result was higher than expected and possibly reflects concerns about the dominance of the chain retailers, Coles and Woolworths, in fuel retailing.

Asked how long it was likely to take Wesfarmers to achieve a significant and sustainable improvement in the trading performance of the Coles Group businesses, 43% of the industry respondents forecast a three year turnaround period.

Twenty five per cent think Wesfarmers could achieve improvements in two years and 7% within a year while 14% expect the turnaround to take five years and 11% predict a sustainable recovery to take more than five years.

Despite the challenge of reinvigorating the Coles Group businesses, 46% of survey participants said the acquisition would have a positive impact on the performance of Wesfarmers existing retail business, Bunnings Warehouse.

The number who thought the takeover might have a negative impact on the Bunnings Warehouse hardware chain was 25% with 28% unsure about the implications.

Recognising that the Wesfarmers share price fall has led to speculation that the takeover bid might not proceed, the Inside Retailing Online survey asked respondents if Woolworths should be allowed to acquire Officeworks, Target and some Kmart stores.

A large majority of survey participants opposed Woolworths acquiring the discount department store chains but most were less concerned about Australia’s biggest retailer buying Officeworks.

Sixty three per cent opposed Woolworths buying Target and some Kmart stores while 31% believed Woolworths should be allowed to buy the discount department stores if the Wesfarmers takeover bid collapses.

Just 7% of respondents had no opinion either way on the Target/Kmart question.

For Officeworks, 57% of survey respondents agreed there should not be any impediment to Woolworths buying the chain if the Wesfarmers takeover collapsed while 39% opposed such a deal.

Drivecam reduces warehouse vehicle collisions

Toll Contract Logistics, Australia’s premier logistics company, has revealed the findings of a three month trial of DriveCam, a new technology from Traffic Intelligence.

Over the duration of the trial, conducted at its Woolworths Distribution Centre in Minchinbury, a fleet of 58 participating vehicles showed an appreciable reduction in collision rates as well as a significant reduction in the severity of collisions that did occur.

Following the successful evaluation, Toll Contract Logistics have committed to a twelve month implementation of the solution, with a roll out to include all new vehicles based at Minchinbury.

“We are thrilled with the improvements DriveCam has made to our on road safety record,” says Toll Grocery Manager, Mick Cronin. “Reducing the number of collisions and collecting indisputable evidence of accidents caused by third parties, has provided significant cost reductions to our overall business. DriveCam has truly exceeded our expectations.”

Unlike systems that address the road or the vehicle, DriveCam focuses on the driver and incorporates a corrective and preventative approach.

The technology consists of a palm sized event recorder mounted behind the rear view mirror. Unsafe driving behaviours such as hard braking or swerving trigger the recorder which saves critical seconds of footage before and after an incident.

Events are downloaded wirelessly and reviewed by DriveCam behaviour analysts who make recommendations for specific driver coaching.

The footage of the incident and accompanying analysis is forwarded to fleet managers to provide drivers with feedback and appropriate coaching, ensuring long term improvements in driver behaviour.

Prior to commencing the evaluation, Toll engaged in lengthy discussions with the NSW Transport Workers Union to address any concerns over the impacts of the solution.

Toll and the TWU reached a working arrangement that enabled both parties to approach driver safety issues on a united front.

David Quayle, Managing Director of Traffic Intelligence, the Australian provider of DriveCam says Toll is a perfect example of the way an integrated approach to innovative risk mitigation solutions can have a direct impact on improving road safety and provide a substantial reduction in operational costs.

“I congratulate Toll, the TWU and the drivers for embracing this solution for the benefit of all road users,” he says.

FedEx Kinko’s Asian expansion

FedEx Kinko’s Office and Print Servicesan operating company of FedEx Corp, today announced its plan to open 19 new locations in the Asia Pacific by June 2008 to meet the burgeoning demand among Asian small and medium enterprises and mobile professionals.

The regional expansion, part of a worldwide plan to open 320 new locations within this fiscal year, will include 12 new locations in China, four new locations in Japan, two new locations in Korea, and one new location in Australia.

FedEx Kinko’s provides office and print services that complement the full range of FedEx time-definite, global express shipping services.

‘The SME is the heart of Asia’s future economic expansion, and the mobile professionals are the arms and legs — and FedEx Kinko’s is precisely placed to support, and benefit from, that growth,” says James Brigance, vice president, FedEx Kinko’s Asia Pacific.

“We aim to become the back office for small businesses and the branch office for mobile professionals in Asia.”

There are currently more than 100 FedEx Kinko’s locations in the Asia Pacific providing customers with increased access to FedEx services and business solutions, such as:

Ÿ FedEx Kinko’s Document Services — Customers can take advantage of high quality digital printing and copying services through any digitally connected locations

Ÿ FedEx Kinko’s DocStore — Customers can update frequently printed documents on the own computers, and transmit them to FedEx Kinko’s locations for printing and distribution in the quantities they need, when they need it

Ÿ FedEx Kinko’s Business Stationary System — Customers can manager, order and distribute business cards and stationary using online tools

Ÿ FedEx Kinko’s Mobile Professional Program — A special service giving travelling professionals access to FedEx Kinko’s digitally-connected locations 24 hours a day, seven days a week.

Currently, FedEx Kinko’s has more than 1,700 locations in operation with 159 outside the United States. This follows the successful expansion in fiscal year 2007, which ended on June 30, 2007, with the opening of 226 new locations worldwide.

The expansion of FedEx Kinko’s in the United States includes the opening of 300 new stores and the redesign of 110 existing centres by June 2008.

“We anticipate opening the equivalent of one new location every business day over the 2008 fiscal year,” says Ken May, president and chief executive officer of FedEx Kinko’s.

“And with more centres around the world, we’re making it easier than ever for customers to get the office, printing and shipping services they need in one stop.”

About FedEx Kinko’s Office and Print Services

FedEx Kinko’s Office and Print Services is the world’s leading provider of document solutions and business services. The Dallas-based company has a global network of more than 1,700 digitally-connected locations in 11 countries.

FedEx Kinko’s offers access to copying and digital printing, professional finishing, document creation, Internet access, computer rentals, videoconferencing, signs and graphics, notary, direct mail, office products, Web-based printing, and the full range of FedEx day-definite ground shipping and time-definite global express shipping services. For more information, please visit

Products, services and hours vary by location.

New CEO for CEVA

Leading global supply chain management company CEVA has announced that John Pattullo has joined the company as the new Chief Executive Officer of the recently merged companies, CEVA and EGL, to be known as CEVA.

Pattullo replaces Dave Kulik who will now serve as Vice Chairman of the Board of Directors of CEVA Group Plc. Prior to joining CEVA, Pattullo led Deutsche Post/DHL’s 7bn Euro EMEA Contract Logistics business as Chief Operating Officer. In addition, he led the Exel European Forwarding and Contract Logistics business and has worked in various leadership positions supporting Procter & Gamble’s global supply chain.

“I am very excited to come on board CEVA at a time when these two great companies have joined forces,” Pattullo says. “We have created one of the world’s major players in the global supply chain industry, supported by a talented and experienced leadership team. CEVA has the ability now, more than ever, to offer our customers a world-class service. ”

As a result of the merger of CEVA and EGL, the company will operate two divisions, CEVA Contract Logistics and CEVA Freight Management.

Both divisions will report to Pattullo, who will lead the newly formed company, as well as the Contract Logistics division.

Joe Bento, formerly President and CMO of EGL, will head the Freight Management division headquartered in Houston, Texas.

The Contract Logistics division has been regrouped into four regional areas: Americas, led by Jerry Riordan; North Europe, led by acting Executive Board Members Neil Crossthwaite – UK, Christian Fuerstaller – Central & Eastern Europe, Onno Meij – Benelux; South Europe, led by Gianfranco Sgro; and Asia Pacific, led by Vittorio Favati.

The Freight Management division is also divided into geographic regions: Americas, led by Sam Slater; Europe-Middle East -Africa (EMEA), led by Bruno Sidler; and Asia Pacific led by Favati.

On July 31, EGL shareholders voted to approve a merger agreement between CEVA and EGL. The transaction was completed on August 2, 2007.

Web Solution for Intermec

For 40 years, Intermec has helped businesses around the world implement their supply chain strategies with total confidence.

Known as the inventor of the world’s most widely-used bar code symbology, Intermec recently embarked on an aggressive program to grow its global web presence.

Key to this strategy was leveraging the power of content management and implementing state-of-the-art interactive marketing technologies in a new corporate website as well as 14 local language sites.

For the Intermec marketing team the top priority was to transform its Web presence to better engage prospects around the world with unique content while maintaining a consistent global brand.

“We wanted to offer the rich online experience customers expect from a technology leader,” says Maureen Szlemp, director of Marketing Services at Intermec.

“But first we needed to empower our marketing teams to take control of our global sites so they could deliver dynamic and consistent content while accelerating our time-to-Web for new product information and promotions.”

To execute on its aggressive global plan, Intermec leveraged the alliance of content management leader Interwoven (NASDAQ: IWOV) and interactive marketing leader Avenue A | Razorfish.

Together, Interwoven and Avenue A | Razorfish enabled Intermec to deliver a more compelling interactive experience featuring dynamic, up-to-date product information, faster navigation, and Web 2.0 features including state-of-the-art search, enhanced user interface and interactivity.

“Industry leaders like Intermec are looking to better engage with their customers through dynamic Web experiences that leverage the power and value of their unique content to drive meaningful business results,” says Ben Kiker, chief marketing officer at Interwoven.

“By teaming with Interwoven and Avenue A | Razorfish, Intermec has been able to bring together relevant content and a dynamic customer experience to transform their online presence.”

With a powerful new Web presence as the final destination, Intermec was able to invest in new marketing strategies to drive larger qualified audiences to “We’ve seen our Web traffic jump more than 20 percent,” Szlemp says.

“Global brands need to employ leading technologies to get the right visitors to their site, while delivering the right content when they get there,” says Pradeep Ananthapadmanabhan, vice president, technology at Avenue A | Razorfish. “Companies like Intermec are leading the way by delivering Web experiences and content that customers have come to expect from industry leaders.”

Using Interwoven TeamSite and Interwoven OpenDeploy, Intermec ensures complete brand consistency worldwide.

A master site containing 1,000 pages serves as the main Web presence for the U.S. market. For other non-US Websites, this site is simply copied within Interwoven TeamSite and then tailored to fit local requirements.

Local Intermec marketing personnel manage their own promotions, while global content is managed centrally from the U.S. with regular Website updates scheduled through Interwoven OpenDeploy’s distribution engine.

“With a single Interwoven platform, our marketing team can manage more than 90 percent of the changes to online content across our 15 global sites in eight languages,” says Fredrik Lindkvist, senior manager of global web marketing at Intermec. “We are transitioning from manual tools to intuitive solutions where even non-technical users can create, manage, and publish dynamic Web content every day.”

Avenue A | Razorfish added the latest interactive technologies to to create a rich user experience including state-of-the-art search, an enhanced user interface, a consolidated ‘Solutions Map’ on the home page, 360-degree views of products, and an interactive event calendar.

With the new capabilities, the Intermec marketing team is using Interwoven TeamSite page templates to support search engine optimization (SEO). Content owners can specify metadata for each URL, designed to help Intermec improve the relevance of search results both within the Website and on external search engines.

“Interwoven and Avenue A | Razorfish’s combined efforts has empowered our team with the right tools to control our destiny without an absolute dependence on IT,” says Lindkvist.

“More importantly, we are starting to see the business impact of this new strategy. Before, we were unsure how to harness the latest Web marketing technologies. Now we’re in the driver’s seat, and very excited for the future.”

Automated stacker/retrieval system to replace forklifts?

ICA’s radio frequency (RF) controlled Automated Storage and Retrieval System (ASRS) is a completely customisable technology that serves order picking, storing, packaging or any other materials handling function for businesses of all types including food, packaging, retail, manufacturing, wholesaling, third party logistics and shipping/transport.

It uses a customised system of fast, dedicated aisle stacker cranes that use proven simple, safe cable-free remote control technology to exact rapid stock movement.

Each crane can be designed according to the physical parameters of an existing or new warehouse, so the utmost return is derived from the implementation.

ASRS crane systems are designed to maximise the use of building heights while occupying a minimum of floor area. In general, items are normally stored single or double deep into racking.

ASRS solutions can apply to the storage of palletised products, totes (container or tray), skids, boxes, uniform units, odd units, or even wine barrels – virtually any product that exists in a warehouse or storage facility

With the inclusion of X and Y axis laser positioning and control systems combined with Radio Frequency (RF) communications, the traditional inefficiency’s and operational problems have been eliminated while increasing the performance.

The inclusion of RF technology is a major development as it removes one of the biggest potential problems associated with crane technology, the looping control cable between the long travel assembly and the hoist carriage, while improving safety.

Each crane has its own communications channel and can be operated independently of others to perform specific tasks.

The RF technology extends to being able to operate the crane from a portable hand held RF HMI (Human Machine Interface) tablet for maintenance, testing and recovery procedures.

Control can be from outside the crane operating aisle therefore greatly improving safety by eliminating the requirement of operators to enter the crane ASRS operating cell. The HMI tablet has a graphical display of crane location, alarms and information necessary to efficiently and quickly operate the crane in manual.

ICA has a standard range of ASRS cranes including single and double mast for both mini-pick and traditional high—rise applications up to 30 metres high. A wide range of standard attachments are available to handle totes, trays, skids, boxes and pallets.

Customised attachments can be developed to suit specific customer needs. Single or multiple load carrying hoisting carriages are available to increase the throughput where necessary

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