Australia Post to go it alone

Australia Post has decided to secure full ownership of Aramex Global Solutions (AGS), which provides end-to-end cross-border logistics solutions to a portfolio of iconic global e-commerce merchants.
Australia Post has reached in-principle agreement to purchase from its joint venture partner Aramex PJSC the 60% of AGS it does not already own for approximately US$20 million.
AGS has grown strongly since it was established by Australia Post and global express delivery and logistics company Aramex two years ago, with revenue up more than 60% since 2016 to approximately A$138 million* in 2018. Australia Post’s exclusive delivery of parcels for AGS in FY18 generated A$40 million of revenue.
AGS enables Australian consumers to shop online globally, connecting international retailers directly with Australia Post’s last-mile delivery and customs clearance capabilities. In addition to delivering significant parcel volumes inbound to Australia, AGS has an established presence in key global e-commerce trade lanes, including Asia, the UK, Europe and the US, providing a valuable platform for continued expansion.
Executive general manager international services Annette Carey said: “As a wholly-owned subsidiary of Australia Post, AGS provides an established platform to accelerate our international growth strategy.
“Combining our postal capabilities with AGS’s bespoke e-commerce capabilities enables Australia Post to engage directly with international retailers, providing unique customer service to capture strong growth in cross-border e-commerce markets.
“Today’s agreement with Aramex reflects changes to the strategic direction of both organisations, including Australia Post’s commitment to positioning itself as a global provider of cross-border e-commerce.”
The strength of cross-border e-commerce markets and a highly regarded management team, led by CEO Nabil Zaghloul have underpinned the growth of AGS, which is now handling more than two million international parcels a month.
“At AGS, we’re very excited to benefit from Australia Post’s culture, long-term vision and ongoing investment” said Mr Zaghloul. “Through partnerships with China Post and major Asian e-commerce marketplaces, we can leverage our platform into new markets.”
Transaction completion is expected to occur in the coming days. Australia Post has plans to rename and rebrand AGS to reflect the change in ownership in the near future.
* Reflective of revenue generated in the eleven months ended 30 November 2018 and an estimated revenue for December. Full year revenue is expected to be US$99m or c.A$138m. (AUD/USD = 0.7194 at 18 Dec 2018).
 

Australia’s biggest parcel delivery day

Australia Post is expecting Monday will prove to have been the biggest parcel delivery day in the country’s history, with its team of posties, drivers and mail and parcel sorters delivering close to three million parcels on the day.
Since October, Australia Post has experienced an unprecedented number of deliveries, with more than 10 million parcels delivered in one week alone. The surge in volumes follows popular online shopping festivals such as Black Friday and Cyber Monday, with parcel deliveries growing more than 30 per cent during the sales.
Australia Post group chief operating officer Bob Black said more and more customers are turning to online shopping ahead of a busy Christmas because it offered more convenience.
“[Monday] will the biggest delivery day in Australia Post’s history, with close to three million parcels moving through our network, as Australia’s love for online shopping continues to grow,” Mr Black said.
“The most popular Christmas gifts among Australian online shoppers include toys and games, fashion and jewellery, and homewares and appliances along with health and beauty products.
“As well as record parcel numbers, Christmas cards are popular too, with posties delivering millions of Christmas letters and greeting cards during December.”
Mr Black said Australians were shopping mainly from local retailers, with the falling Australian dollar helping increase the proportion of domestic online purchases to more than 70 per cent of delivered parcels.
Overall, Australia Post is expecting to deliver over 40 million parcels this December, exceeding the 37 million parcels delivered in December last year.
To help customers get their Christmas gifts in time Australia Post

  • Is keeping over 170 retail outlets open longer.
  • Installed a further 13 parcel lockers taking the total to 343.
  • Has 13 air freighters operating every night for Express services and 16,000 vehicles operating daily.
  • Has hired close to 3000 extra people to deal with record volumes.

Omni-channel DC – from MHD magazine

Photo: Kathmandu’s general manager supply chain Caleb Nicolson and national distribution manager Shawn Silk.

Travel and adventure brand Kathmandu has established one of Australia’s first purpose-designed omni-channel DC in Melbourne.
 The world of Kathmandu
Kathmandu’s Truganina DC is responsible for distribution across its Australian retail network and to online customers globally.
“While the majority of our online business is currently in Australia and New Zealand, last year we launched a global website, so we are now responding to more demand,” said Kathmandu’s general manager supply chain Caleb Nicolson.
The Truganina DC is 25,000 square metres. It’s built for growth, and made it possible for Kathmandu to consolidate its previous operations.
 A bigger, smarter DC
The Kathmandu Supply Chain team started the journey about five years ago. “We knew we had to change, we knew we needed a larger site, the key question was what was the most appropriate design and automation,” said Mr Nicolson.
Kathmandu evaluated a range of order fulfilment options including zone-routed picking and goods-to-person (GTP), and it took six to 12 months before the business got to the point where it was clear that a batch-pick sortation solution would be the best fit.
“There were a lot of drivers for change,” said Mr Nicolson.
“The first one was that the lease on our building was ending, and we had run out of space and couldn’t meet our operational output per day.”
Kathmandu was seeking an operation that enabled high fulfilment responsiveness, which was critical, given the success of its strong promotional model.
With its previous discrete order picking strategy, Kathmandu’s staff would walk the DC 116 times to service its 116 stores. With the new batch-pick sortation system, they only need to walk the DC two to three times a day.
“With turnover increasing at double-digit rates for the last seven years, online has been a huge growth area for us.
“Our goal with the new DC is to be able to dispatch every order as it’s received on the day or, if not, the following day,” said Mr Nicolson.
Kathmandu has made a significant investment in systems in recent years, with its network built around responsiveness.
When a customer buys an item in a Kathmandu store, it is in demand in the DC the very next day, with all out-of-stocks prioritised for picking.
“With our new batch-pick sortation system, the pick accuracy is far beyond what we could achieve with our previous manual processes,” said Mr Nicolson.
“The trick for us has been to determine the timing of batch releases, aiming anything that’s been ordered in the morning to be dispatched that afternoon.”
Prior to implementing the system, Kathmandu contacted suppliers and changed packaging and barcodes etc. to maximise the volume of product and the width of its range that could be handled by the system, with items that transfer via the sortation system being the most cost-effective path to its customers.
The sortation system also provides a flexible conveying solution, with large items capable of being handled across two cells.
Seasonality and peak periods
With its promotional model, Kathmandu experiences the majority of demand during sale events, which are effectively at the middle to end of a season. This means Kathmandu’s range launch or initial push quantities are potentially lower than for a traditional retailer.
A traditional retailer may push 50-60% of their volume at the start of a new season, before switching to a replenishment model.
“Kathmandu’s seasons are quite different,” said Mr Nicolson, “We have three seasons and our range launch volumes are less than half the industry standard due to our promotional model and the majority of demand occurring during key promotional periods.
“We saw the need for a logistics system that could be very responsive, as we needed to maintain high service levels for highly variable demand in stores.
“For us, the ability to have a system that had the flexibility to scale up output on a Monday without a linear relationship to labour is really key.
“Under our previous manual pick method, if we wanted to increase output by 50%, it was basically 50% more people in the building. That all changes with a sortation system, particularly when you’ve got the batch-pick opportunity.”
Kathmandu’s DC was designed to accommodate growth. The capacity of the sortation system can be scaled up by adding more store or online chutes, which gives Kathmandu flexibility based on where its business grows.
The company currently inducts goods into the sortation system from one end only, and it is possible to significantly increase throughput by inducting from both ends. It can also put a mezzanine floor above the pick module, and extend the building at a later stage.
“We also ran a really high pool of agency staff, particularly in the last year within our old distribution centres, so we knew – and the narrative to our team was – as we transition people across, our existing and core Kathmandu people would have a role, because we’d be able to remove the agency element from the business,” said Mr Nicolson.
Automated split-case sortation
Dematic has implemented many cross-belt sorting systems for full case sortation in Australia.
“What was really new about the Kathmandu facility is that we’re using the crossbelt sorter to do split-case sortation to individual stores,” said Dematic’s solutions manager Darren Rawlinson.
“We take a batch of the store orders, together with some e-commerce orders, and group the demand.
“The pickers then pick those items and feed them into the sorter, which automatically allocates the picked items to the relevant stores,” he said.
Full cases can also be picked in the system. These are picked in the same manner and loaded onto the conveyor system, or, if they’re required to be broken and fed to individual stores, they feed up onto a mezzanine area ready for induction into the crossbelt sorting system.
The system can sort up to 254 store destinations together with the e-commerce areas and packing areas.
Because the crossbelt sorter does not rely on gravity and gives a positive sortation action, the system can handle a very wide range of products from a small compass packed in a plastic wrapper, all the way through to a large sleeping bag.
When Kathmandu is picking a batch of orders for stores, it also considers family groups, with the system allocating each store and family group combination to a chute. When an item is scanned on the sorter, the control system looks up to see which stores require that product, and then sorts it into the chute that has been allocated for that store and that family group.
Going to a batch-pick concept means labour can be kept relatively static, even though Kathmandu is dealing with some very different throughput days.
Picking e-commerce orders for free
One of the challenges Kathmandu faced is that e-commerce is a rapidly growing part of the business.
“What we saw with batch picking was a unique opportunity to pick e-commerce orders essentially for free,” said Mr Rawlinson. “The way we achieve that is by grouping those orders in with the store orders, so that if any store needs a product that’s been ordered online, the operator is simply told pick two instead of one.”
The items are sorted to a Dematic RapidPut wall, where an operator carries out a final sortation for the e-commerce orders and assembles those ready for packing.
At the put wall, an operator is faced with a chute where all the items for e-commerce orders have been consolidated.
The operator scans an individual item, and the system looks to see if the order has already been allocated a cubby in the put wall.
If it hasn’t, it allocates the cubby closest to the operator. After the item has been allocated to a cubby in the put wall, a put-to-light (PTL) display comes on at the front of the wall, directing the operator to the position in which they need to put the item. They then press a button to confirm the put operation.
The system automatically selects a small cubby for small orders and a large cubby for larger orders.
Each of the put walls has 144 locations, meaning that one put wall can deal with 144 e-commerce orders at any one time. On the rear of the put wall, lights indicate the next order to be packed.
With the configuration of the system, an order can be picked, processed, packed and fed to dispatch shortly after that order is made available for picking.
For more information visit www.dematic.com/en-au/.

Boeing gets ready for drone-filled skies

Boeing and SparkCognition will launch SkyGrid, a new company that will enable the future of urban aerial mobility. SkyGrid will develop a software platform to ensure the safe, secure integration of autonomous cargo and passenger air vehicles in the global airspace.
Using blockchain technology, AI-enabled dynamic traffic routing, data analytics and cybersecurity features, SkyGrid’s platform will go beyond unmanned aircraft systems (UAS) traffic management (UTM). The platform will enable SkyGrid customers to safely perform a broad range of missions and services using UAS, including package delivery, industrial inspections and emergency assistance.
“The Boeing and SparkCognition partnership is unmatched in industry today,” said vice president and general manager of Boeing NeXt Steve Nordlund. “SkyGrid is building the digital infrastructure that will make safe, seamless commercial and personal transport possible for billions of people around the world.”
“SkyGrid merges expertise in AI, blockchain, security and aviation to deliver breakthrough technological advancements for the rapidly-growing urban aerial mobility industry,” said Amir Husain, who will serve as CEO of SkyGrid in addition to his role as founder and CEO of SparkCognition. “By offering scalable and robust capabilities in a single, integrated framework, SkyGrid will make large-scale air vehicle applications more practical and accessible.”
 
 
 

Drive home on bread bags

Recycling company Close the Loop has unveiled an upgraded manufacturing facility that could divert two-thirds of Australia’s 300,000 tonnes of waste soft plastics sent to local landfill annually.
The new manufacturing line in Melbourne will produce TonerPlas, an asphalt additive that contains the equivalent of 530,000 recycled plastic bags, toner from more than 12,000 recycled cartridges and 168,000 glass bottles in every kilometre of two-lane road. In conjunction with Downer, roads featuring TonerPlas have already been laid in Melbourne and Sydney this year.

Close the Loop chairman Craig Devlin said the opening of the line coincided with National Recycling Week and will enable the company to produce the additive on a commercial scale.
“Close the Loop has been at the forefront of the circular economy for more than 17 years. Our goal of zero waste to landfill has seen us partner with manufacturers through take-back programs across multiple sectors including printer cartridges, cosmetics and batteries.
“TonerPlas is a great example of how valuable materials can be recycled to not just create new products, but better-quality products. The addition of TonerPlas improves the fatigue life of traditional asphalt by 65 per cent, meaning longer lasting roads at a cost-competitive price. It also offers superior resistance to deformation over standard conventional asphalt for withstanding heavy vehicular traffic.”
“At full capacity our new manufacturing line provides us with the ability to produce enough TonerPlas in a year to pave a two-lane road from Sydney to Melbourne. That would contain the equivalent of 530,000,000 recycled plastic bags, 168,000,000 recycled glass bottles and 12,000,000 recycled toner cartridges. That’s more than 200,000 tonnes of soft plastics that currently go to landfill in Australia.”

He added that policy changes in China had highlighted the importance of a local recycling industry and improved energy use across the design, use and reuse of products – a circular economy.
“Our new manufacturing capacity to reuse soft plastics and toner into TonerPlas is a great example of what local companies can do,” Mr Devlin said. “However, Australia needs to coordinate and invest in infrastructure to build a viable recycling industry and divert problematic waste streams from landfill. Banning plastic bags is a start, but it doesn’t solve the challenge, especially as plastic bags account for less than five percent of all waste soft plastics.”

Narrow aisle reach AGV for freezers

Dematic has released a freezer-rated narrow aisle reach AGV specifically designed to operate autonomously in chilled and freezer environments. The AGV can operate permanently in temperatures down to -25°C and intermittently as low as -30°C.
With a lift height that can access five levels of racking in a typical warehouse, a 1,100 kg load capacity and a reach mechanism to handle double-deep racking , the AGV is well-suited for automating operations in existing freezer distribution facilities.
“Our new AGV are designed for automating existing freezer storage DC that are manually operated today,” said general manager sales for AGV at Dematic Australia and New Zealand Tony Raggio. “Companies can implement freezer-rated AGV for automated picking with minimal infrastructure changes and related costs.”
For manual operations, working in the tough, demanding freezer environment means that workers need frequent breaks from the cold. For every hour worked, a worker might need to spend 10 to 20 minutes out of the freezer. AGV systems may operate 24/7, picking and transporting product in the frozen environment and delivering that product seamlessly to warmer temperature shipping areas.
“Finding people to work in chilled and freezer environments is challenging,” Mr Raggio added. “Our customers can use these AGV in the frozen areas of their distribution facilities to create a fully automated ‘lights out’ automation arrangement.”
 

Teamwork is key – from MHD magazine

Walter Scremin

Transport is not just a critical area of the supply chain, it’s usually a top five business cost. For efficiency’s sake, most transport divisions outsource at least some of their requirements to specialist suppliers. The trouble is, transport suppliers vary greatly regarding professionalism and care, introducing many potential pitfalls when you bring in a new team.
When done right, partnering with the right transport operator is more like ‘insourcing’ a dedicated team but without the financial liabilities of owning your own transport resources.
Ideally, you bring in a team that becomes a genuine part of your business. Through my business, I’ve known delivery drivers to be placed with businesses for up to 25 years! In these cases it’s more than just an outsourced arrangement – the driver becomes a genuine, often much-loved team member.
 Let’s consider some key transport challenges
What are you really trying to achieve?
Motivations for bringing in a transport contractor are fairly similar: take liabilities off your books; focus on core business; and tap the flexibility to make changes at short notice. What are you hoping to achieve by partnering with a specialist? If your motivations are mixed, or vague, it may be hard to measure success.
Flexibility and resourcing were front of mind for leading paper bag manufacturer the O’Kelly Group, as CEO Sarah O’Kelly explained: “We have to deliver when we are expected to, no matter what. If a driver was absent, it created problems. We would re-allocate staff from the warehouse or elsewhere to do the deliveries. But then we’d be one down and those areas of the business would be affected, so it made sense to outsource.”
Greg Welch from Welch Auto Parts said outsourcing certain risks was a motivator for outsourcing his delivery fleet. The main risks were those associated with HR and WorkCover claims: “We’re not experienced at managing HR. Our expertise is in parts. But if your transport division is growing, all of a sudden you’ve got to manage it, or hire another person to manage it.
“Hiring and firing is not really our game, and it can be difficult to find quality drivers.”
Being clear on what you are trying to achieve enables you to understand if it’s successful.
Understanding success
Success isn’t only about numbers. So how is it best measured?
Ms O’Kelly said outsourcing transport has saved costs but some benefits would be hard to quantify. “There is a saving but it was never about that for us. It was about the cost of interruption to the business, and it’s hard to quantify that.
“The flexibility would have a financial benefit, but it’s not always easy to put a number on it.
“When running your own fleet you’re dealing with vehicle costs, breakdowns, maintenance. Something could go on a truck and you’re up for $2,000. But then you don’t have access to the vehicle either, so you need to cover by short-term leasing a vehicle.”
The biggest benefit is flexibility to manage resources, according to Ms O’Kelly. She says the increase in control was an unexpected benefit and contradicted her initial worries about outsourcing.

“Cultural fit drives teamwork – at its best, both parties work toward the same goal.”

Having regular back-up drivers on standby covers absenteeism and spikes in demand.
Greg Welch said freeing his auto parts business of fleet responsibilities has made it easier to achieve his motto of ‘right part, first time, on time’: “It has improved our strike rate no doubt. I believe it has helped client loyalty. It’s important for customers to know that the part is going to be there.”
Using a fleet telematics system has cut the risk of misplaced deliveries.
Mr Welch said in general, outsourcing has assisted with business growth by providing the flexibility and freedom to try new delivery runs. “A bonus is that at the drop of a hat we can get a driver in to do another run.”
Value for money
The biggest mistake when outsourcing in any field is putting too much emphasis on price. Going for the cheapest is rarely the best, and might actually cost you more in the long run.
A key challenge is knowing what value for money looks like. Price is important, but only one part of the whole – for example, a cheap supplier won’t be much value if they can’t respond quickly to your needs.  How do you rank other values, such as reliability or professionalism? These may be critical for customer service and business continuity.
Size of commitment
Biting off more than you can chew with a transport company creates more headaches if you later find out they’re not what you expected. Sometimes the best thing to do with a supplier is to start small. Many transport companies may not like starting small, but if they are serious about taking on your business they will be happy to prove their worth before you expand resources further.
Sarah O’Kelly said starting small helped make the decision easier: “It was a big decision, because my company had managed its own transport for about 60 years. But we put one driver on and it went really well, so we gradually increased our commitment.”
Starting small is a good way to discover and remedy any teething problems in the relationship. It will help ascertain their ability to communicate and respond to your needs. But do ensure any transport supplier has the depth and breadth to grow with you.
Cultural fit
A common mistake is rushing into a decision without really getting to know the people involved. Cultural fit is surprisingly important for success, and it’s worth taking the time to try and understand the organisation with which you are considering partnering.
Cultural fit drives teamwork – at its best, both parties work toward the same goal. Consider this question: is your supplier identifying ways you can become more efficient and trying to make you better? Are they available? Good communicators?
Culture is two-way. When describing the drivers brought in to O’Kelly Group, Ms O’Kelly said: “They are part of our team. We treat them like employees. They wear our uniform, they are here every day.
“We can’t have couriers doing their role.”
Walter Scremin is general manager of Ontime Delivery Solutions. For more information visit www.ontimegroup.com.au.
 

The Toughbook that’s a handheld, for logistics users

Panasonic has launched its next-generation Toughbook FZ-T1, a handheld device, a slimline, rugged model designed for mobile workers seeking an all-in-one device.
Panasonic says the 5” Android device “brings together the best of handheld and smartphone functionality into a single design, to suit the mobile needs of industries such as retail and hospitality, emergency services, manufacturing, and transport and logistics.”
Product marketing manager for Toughbook at Panasonic Australia Clare Hose said: “The Toughbook FZ-T1 is an important addition to our rugged handheld portfolio. Our customers are seeking a practical, rugged solution with a sleeker finish, which can still withstand difficult conditions – and that is exactly what we have delivered.
“As Panasonic has done for 100 years as a company and for more than two decades with our Toughbook range, we evolve and innovate to meet the changing needs of our users.
“The business need for rugged devices is evolving from the traditional environmental concerns of withstanding drops and water and dust protection, to features such as the type of viewing screen, battery life and power management, data security and communication capabilities.”
More customers are recognising that a rugged device is not the same as a regular handheld device. Consumer devices have components that are not designed to withstand continuous use in difficult conditions, and are liable to break down from shock, dust, moisture, heat and cold.
According to Panasonic, research shows that for standard handheld devices, the average cost of downtime per incident (including lost productivity, breakages and IT support to fix products or replace data) is upwards of AUD $3,000.
With its voice and data capabilities, integrated barcode scanner and wide-range of functionality and accessories, the Toughbook FZ-T1’s balance of mobility and durability is designed to improve workforce productivity and the ease and efficiency of business operations across Australia.
Panasonic also plans to release the Toughbook FZ-L1, a lightweight, rugged Android tablet designed for edge computing and customer-facing mobile workers. The 7” display model is available with voice and data capability for both inside and field-based workers.

Toyota forklifts go on a hydrogen charge

Toyota Material Handling Australia (TMHA) has put the first Toyota hydrogen fuel cell-powered forklifts outside of Japan into action during trials at Toyota Motor Corporation Australia’s parts centre located at its former manufacturing plant at Altona, Victoria.
The zero CO2-emission Toyota hydrogen fuel cell (FC) forklift demonstration is an extension of Toyota’s simultaneous trial for its Mirai fuel cell electric vehicle (FCEV), which share the same hydrogen-powered technology.
The Toyota hydrogen FC forklifts with a nominal rating of 2,500kg lift capacity will also be featuring in the official opening of the new Toyota Parts Centre in Western Sydney’s Kemps Creek.
Toyota hydrogen FC vehicles take pressurised hydrogen that is fed into a fuel cell stack, where it is combined with oxygen to create a chemical reaction that produces electricity to drive various motors depending on demand for motive power or hydraulic power for steering, braking or lifting loads.
Toyota hydrogen fuel cell forklifts will be especially suitable for logistics and warehouse operations given they can be conveniently refuelled in just a few minutes, offering obvious productivity efficiencies.
Toyota Material Handling Australia general manager – corporate compliance and project development Bob Walmsley said the hydrogen FC forklifts take around three minutes to fill the hydrogen tank, compared with around eight hours to recharge a conventional battery. “This means we can use these forklifts more often, without having to significantly wait between charges or use second-shift batteries to achieve the same utilisation,” said Mr Walmsley.
TMHA president and CEO Steve Takacs said the Toyota hydrogen FC forklifts are another example of the synergies available to Toyota Material Handling Australia from Toyota’s automotive arm.
“In much the same way Toyota’s range of forklift products are researched and developed using Toyota’s advanced manufacturing technologies – and built to the same exacting standards of quality, durability and reliability as Toyota’s automotive vehicles – our engineers collaborate across the Toyota Group to incorporate the latest technologies acquired from our automotive sector,” said Mr Takacs.
“We at TMHA are committed to constantly developing new and better technologies that raise the bar in terms of safety, performance, efficiency and sustainability, which will ultimately benefit our customers.

“These hydrogen FC forklifts are a clear demonstration of our commitment to the environment through the adoption of new and sustainable technologies. They have excellent environmental credentials as they do not emit CO2 or substances of concern (SOC) during operation.
The hydrogen FC forklifts will also be trialled at Toyota’s newest and largest Parts Centre warehouse at Kemps Creek, New South Wales.
The Toyota hydrogen FC forklifts and Mirai are not for sale in Australia, mainly due to a lack of hydrogen refuelling infrastructure. Toyota’s mobile hydrogen fuelling station installed on a Hino 700 Series truck fuelled the FC forklifts and Mirai during the trials.

 

Aust Post prepares for record Christmas with 3,000 extras

Australia Post is gearing up for its biggest Christmas ever, aiming to recruit a record number of additional workers – expected to be close to 3,000 – for peak season operations and launching weekend deliveries in metropolitan areas from this Saturday.
With total online purchases topping over $21 billion for the first time ever this year, Australia Post says the online shopping boom is continuing with unprecedented peak period and Christmas parcel volumes – with on average one million parcels to be delivered every day.
Australia Post Group chief operating officer Bob Black said it will be all hands on deck to make this Christmas a success.
“This recruitment drive is the biggest of its kind in our history and we’re on track to hire 2,000 Christmas casuals before December. This will put us in a good position for a record-breaking Christmas ahead,” Mr Black said.
“We are also recruiting 800 new fixed-term roles including truck and van drivers, and additional people to serve customers in our Post Offices and contact centres.”
Last year Australia Post delivered 37 million parcels in December and Mr Black said parcel processing facilities have been upgraded across the country in preparation for the Christmas rush.
“We are investing $300 million into new parcel processing technology and machinery across Melbourne, Sydney and Brisbane, enabling us to process an additional 35,000 parcels and Express Post items an hour.
“We want to give our customers more delivery choices, on all their online purchases ahead of Christmas. From this Saturday we will start delivering on weekends in metro areas, right up to Christmas, and Post Offices will soon begin extended trading.
“Improvements in parcel tracking and our suite of delivery choices, including parcel redirections and our free 24/7 parcel lockers provide customers convenience around the clock.
“Our people work really hard all year round, and take special pride in being able to offer our customers flexibility and peace of mind knowing all their Christmas purchases will arrive safely and on-time.”
The jobs are being advertised here.

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