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Файл:TOPICAL ISSUES OF LOGISTICS. Учебное пособие для студентов-магистров направления «Экономика»
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Jersey market, where labor costs turned out to be much
higher. That required still more "value engineering" to find
other ways to reduce costs to fit the downsized CapEx
budget.
In the end, the design chosen for fast movers somewhat
more automated the process, using a more sophisticated
conveyor routing of cartons/totes to individual pick zones,
with a combination of pick-to-light and RF scanning,
depending on the SKU.
The medium movers would go in traditional "pick
tunnels," but those pick slots would be auto-replenished
using the multi-shuttle system.
Hupperz said that means there is very little chance that a
replenishment will be late and a picker would need to wait
to select needed items for an order. This approach,
however, means items have to be "decanted" from
shipping boxes at receiving into the multi-shuttle totes.
The slow movers would not use the full GTP approach, but
would use the semi-automated put wall system.
The new facility just broke ground in New Jersey, the
concrete floor has been poured, and Mathys-Cook expects
go-live in about nine months.
One important lesson learned, she added, was that it is
critical to gain a deep understanding of how the budgeting
and approval process works within your company - from
both a capital appropriations perspective as well as the
functional design of the system.
We hope to give you an update on the Peapod system a
year from now to see how the reality has met the design
goals.
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Text 9. Intermodal rail and logistics sour
otherwise strong Asciano earnings
Asciano has delivered a strong result with underlying EPS
up 39% and the final dividend up 56%, however, its Rail
and Terminals Logistics division experienced significant
weakness.
Asciano has reported a 41.2% increase in statutory net
profit after tax (NPAT) to S340m compared with the
previous corresponding period (pcp) on a 10.6% increase
in underlying revenue (net of coal access) to $3.6bn.
Statutory NPAT included material items (loss) of $8.1m
after tax (compared to a $9.2m material item (loss) in
FY12). Underlying NPAT increased 39.2% to $348.1m.
The result was driven by strong volume growth in Pacific
National (PN) Coal following the commencement of new
contracts in Queensland and organic volume growth from
some existing coal haulage contracts in the HunterValley.
In addition, there was strong growth in the Bulk &
Automotive Port Services (BAPS) businesses driven by
new contracts, growth in volumes at some regional bulk
ports, a seven-month contribution from 100% ownership
of C3 Limited and further growth in car storage volumes.
Asciano CEO and managing director John Mullen said:
“Trading conditions in the 2013 financial year were
extremely challenging for both Pacific National Rail and
Terminals & Logistics. A soft first quarter flowed into a
reasonable beginning to the second quarter peak season,
however, both intermodal and container port volumes
succumbed to the general malaise in the domestic
economy which accelerated through the third quarter. PN
Rail volumes in particular remain weak going into the new
financial year.
“PN Rail reported a 2.8% increase in revenue to $1.4bn
driven by a 0.7% increase in intermodal revenue and an
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8.3% increase in revenue from Bulk Rail driven by new
export grain services and a full period impact of the
magnetite contract with Glencore. The Division reported a
2.0% increase in underlying EBIT to $216.8m.
“PN Rail’s capital expenditure over the period increased
23% to $174m reflecting investment in new rolling stock,
the commencement of the upgrade of its capital city rail
terminals and the scheduled maintenance program
currently underway on the PN Rail fleet. While remaining
above its cost of capital, ROCE declined from 15.5% to
15.2% impacted by the additional costs associated with the
underutilisation of committed capacity in the Bulk Rail
division in 1H FY13 and the soft intermodal volumes in
2H FY13.
“Terminals & Logistics reported a 6.4% decline in revenue
to $731.5m driven primarily by a 1.4% decline in container
lifts and a 6.1 decline in Logistics revenue. Removing the
impact of one-off items in FY125, revenue declined 4.2%.
Underlying EBIT after deducting one off items declined
4.5% to $155.1m. Whilst a weak domestic economy has
driven the soft volume growth in both terminals and
logistics activity, the impact of this on the business has
been exacerbated by volatility in volumes caused by the
shifts in shipping line consortia over the period. In light of
these issues and given the high fixed-cost nature of the
business and negotiated wage and lease increases, the
management team did an excellent job reducing total
operating costs by 4.4%. Capital expenditure over the
period increased 103.3% to $152.1m, reflecting the
investment in new cranes and other equipment across the
four terminals and the redevelopment of Port Botany.
Based on the contribution expected from new contracts
and current customer commitments, Asciano expects to
report further growth in EBIT in FY14, albeit at a slower
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growth rate than reported in FY13, with the growth rate
skewed to 2H FY14. The growth rate in Net Profit Before
Tax (NPBT) is expected to continue to benefit from lower
funding costs. As previously disclosed the Company
expects to incur a material item of approximately $14m
after tax associated with the costs of the redevelopment of
Port Botany in FY14.
Mr Mullen said: “We expect further growth in PN Coal
and Bulk & Automotive Ports Service, however, the
ongoing weakness in domestic activity is expected to result
in subdued volume growth in terminals and logistics and
intermodal.”
Text 10. Victorian freight plan promotes Port
of Hastings and rail, but road still rules
Despite widespread objections to the multi-billion dollar
East-West Link and calls for the money to be spent on
public transport instead, the Victorian freight and logistics
plan called ‘Victoria – The Freight State’ promotes it as
the primary solution to the state’s freight woes, along with
increased allowances for heavy trucks.
Premier Denis Napthine claimed the government had
delivered a solid plan to guide and provide certainty for the
freight and logistics sector, which generated $19-$23
billion and thousands of jobs for the state economy each
year.
“Victoria truly is the freight and logistics capital
of Australia. The Port of Melbourne is the nation’s largest
container and general cargo port while
the Port of Geelong and Port of Portland also delivered
record trade figures in 2011-12,” Dr Napthine said.
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“Growing our competitive edge in freight is critical
to Victoria’s economy. The Coalition Government
understands that having access to an efficient freight
network is absolutely vital for businesses and jobs that rely
on exporting and importing their products.
“This is why the Coalition Government is committed to
major infrastructure projects that will improve Victoria’s
freight network for decades to come: the East West Link,
$1.6 billion expansion of the Port of Melbourne and the
development of the Port of Hastings.
“We are also committed to the Melbourne Metro Rail
Tunnel, which will free up freight capacity in Victoria’s
East which will particularly benefit the new international
container facility at the Port of Hastings.”
However, Dr Napthine declined to give a commitment as
to when this rail project would be buit, preferring instead
to talk up the East West Link.
Minister for Public Transport and Roads Terry Mulder
said: “Victoria – The Freight Stateincorporates major new
East West and orbital road and rail links to support the
movement of freight between major gateways and freight
generating and consuming areas.
“These new links will also support the progressive
decentralisation of heavy freight activities away from the
central city area to the periphery of Melbourne, freeing
land for redevelopment opportunities in inner areas.
“Another priority within Victoria – The Freight State will
be to develop the South East Rail Link (SERL) proposal,
which would provide a dedicated rail freight link between
Dandenong and Dynon, opening up huge potential for
export businesses in Eastern Victoria.
Australasian Railways Association CEO Bryan Nye
welcomed the rail-related elements of the plan.
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“Of particular note is the progression of investigations into
a South Eastern Rail Link (SERL) to provide a dedicated
rail corridor for eventual connection to
the Port of Hastings.
“This project will lift capacity for both freight and
passenger rail, and the rail industry is certainly keen to see
this project, and the Melbourne Metro rail tunnel that it is
dependent on, get underway,” said Mr Nye.
“What was also encouraging to see in the plan was the
continuing works to assess the potential of a proposed new
rail link between Mildura and Broken Hill – a missing link
in the East-West corridor, as well as continuing funding of
the Mode Shift Incentive Scheme (MSIS).
“Encouraging modal shift onto rail has economic, social
and environmental benefits that far outweighs the cost,”
said Mr Nye.
Text 11. TV Group joins the Future Logistics
Living Lab in Australia
PTV Group has become the latest participant in the Future
Logistics Living Lab Australia.
In the lab, one won’t find men in white coats, but rather an
interactive demonstration space for cutting-edge
technologies and a living community of industry, research
and government experts. These sectors work together to
find innovative solutions to operational challenges facing
the Australian logistics industry. The lab also provides a
productive platform to develop, test and demonstrate new
technologies.
New to the Australian logistics industry
“It is a vote of confidence,” says Joost Bekker, business
development director at PTV Asia Pacific, about PTV
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Group’s participation in the lab. “The lab looks to bring
together leading industry participants. PTV Group can
bring tangible experience and innovative technology to
support the lab in developing new solutions.”
The lab’s primary objective is to develop innovative
solutions for the Australian logistics industry so that
logistics transport chains can become more efficient,
environmentally-friendly and safer. Special emphasis is
placed on aspects such as rising fuel costs, increasing
levels of congestion, the reduction of emissions and the
improvement of traffic safety.
Double commitment by PTV
The PTV Group offers solutions for the traffic, mobility as
well as logistics industries. The PTV Concepts & Solutions
division unites experts from the transport and logistics
industry, transportation planning, development planning,
economics, information technology and project
management. PTV Group’s key input into the lab is
concerned with technological know-how from the
transportation planning industry and traffic technology on
the one hand, and on the other hand broad experience with
logistic technologies. In terms of logistics, the PTV
xServers are particularly useful as they suit the
development of new innovative solutions.
“With these components the emissions of a transport chain
can be calculated down to drop level,” according to Mr
Bekker.
“We support different industries in becoming more
efficient, productive and in sustainably reducing the costs
with reference to the emission of exhaust gases. A better
quality of life for today’s and future generations,” said
Neil Temperley, leader of the lab.
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“A strong community of active participants is the key to
the lab addressing these challenges, testing new ideas and
implementing change.”
The size of the laboratory enables the low-cost
development of really new ideas and prototypes in a lowrisk environment.
The Living Lab today and in the future
The Future Logistics Living Lab in Sydney was
established by NICTA (National ICT Australia) in
collaboration with Fraunhofer Institute for Experimental
Software Engineering and SAP AG. The Living Lab is set
up at NICTA’s premises in the AustralianTechnologyPark
in Sydney and features an exhibition, event and work
space of 200 m2, and futuristic demonstrations showcase
technologies created and tested by participants of the lab.
The lab is also a member of the European Network of
Living Labs (ENoLL), the international federation of
benchmarked Living Labs with over 300 labs
in Europe and around the world.
Today, the network of Australia’s first Living Lab has
more than thirty participants, who work together to
exchange experience, discuss trends, innovate and research
to jointly shape the future of logistics.
Text 12. Transport and logistics staff wellbeing
programs pay big dividends
Looking after your staff yields big returns, according to
new data from DTC Group.
The DTC research found investing in employees’
wellbeing provides a direct cost benefit back to transport
and logistics employers of more than $13,000 annually per
employee. The data also found that absenteeism can be
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slashed by an average of one-third across all industries
combined. “We all know that looking after employees is
the right thing to do for the health of your people, but now
we know it’s also the right thing for the financial strength
of your business,” DTC CEO Michele Grow commented.
“Far from being just a ‘tick-the-box’ exercise, this data
shows that taking an active role in supporting your staff
can reap significant dividends for the business.” The
transport and logistics industry data comes from what is
claimed to be the largest-ever review of workplace wellbeing programs, with a sample size of over 4,700
individuals across a range of industries, compiled by DTC
on an annual basis. This is the first time the results have
been released publicly.
As the focus on the importance of employees’ physical and
mental health in relation to their work continues to grow,
the research measures and quantifies the return on
investment from employee assistance programs (EAP).
The study reviewed individuals’ functioning and wellbeing
prior to and following participation in the EAP.
The EAP is a service that organisations can provide for
their employees and related family members. For
individuals it provides access to confidential counselling,
coaching and information on a range of work and personal
issues at no cost to the employee.
Looking after staff delivers financial boost to business
Based on data from 4,707 DTC clients, the study found
that the EAP provides a cost benefit of $10,187.99 in
productivity improvements per year for each employee
who uses the program across all industries, and $13,153.44
in the transport and logistics industry. This is a direct cost
benefit back to the business, with employees more
productive in their day-to-day work following participation
in the program.
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In addition, the study also found a huge cut in absenteeism
across all industries following the EAP, with staff taking
32 per cent fewer days off.
“Employees can be impacted by any number of stressors
affecting both their personal and work functioning, which,
in turn, can have a negative impact on an organisation’s
productivity and profitability,” Ms Grow said.
“Investing in the health and wellbeing of employees
through interventions such as employee assistance
programs can help ensuring they are operating are at
optimum levels, thereby benefiting the business’s bottom
line.”
Of the measures assessed in the transport and logistics
industry, emotional wellbeing showed the greatest
improvement following the EAP, with a massive 92 per
cent improvement rate. This was followed by morale and
motivation in the workplace, with an improvement rate of
56 per cent. Workplace productivity increased by just over
a quarter. Transport and logistics outranked the allindustries average on each of these measures.
All industries reap benefits
“Employees in all industries are impacted by
psychological, physical and financial issues and it is
important that services are available to help them. We
found excellent improvement rates across health and
wellbeing following the DTC EAP across a broad range of
industry sectors, from mining and manufacturing, to
banking and finance, to government,” Ms. Grow
commented.
“We also found that both males and females of all ages
respond well to the EAP, with females showing slightly
higher levels of improvement in levels of emotional
wellbeing, work-life management and work relationships.”
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