Bombardier Transportation Australia has had a solid year in spite of the pandemic, thanks largely to their commitment to local manufacturing. Rail Express speaks to ANZ President, Wendy McMillan.
Janet Salem has over 13 years of experience working in circular economy and sustainability at the United Nations. She has been selected by the ASCI2021 Advisory Board to deliver the keynote address at the ASCI annual conference in February 2021, as part of the Continuous Professional Development Program. Below is an edited Q&A between Salem and ASCI.
ASCI: How does a university graduate from New South Wales end up working with the United Nations?
Janet Salem: I’m surprised myself. It was quite unintentional but I studied an environmental engineering degree at the University of New South Wales and I took an interest in environmental accounting relevant for supply chains. This involved looking at techniques like life cycle assessment which look at the environmental impacts behind a product, including not only the company that directly making the products but the company that makes the components of the packaging and transports and behind that, making the materials and then further back, the one extracting raw materials from the environment.
Then, as part of the degree, I completed an internship with the UN global program to promote these techniques. While doing that internship I worked on a proposal on a science policy interface on the sustainable use of natural resources.
A couple of years down the track that proposal was successful and so I went back to work on that in the EU and environment programme in Paris and stayed there working on synthesizing what science has to say about sustainable resource management and how we have to bridge the gap between scientists and what policy makers are doing towards sustainability.
The opportunity came up around eight years ago to apply some of this knowledge in policy support to governments in the Asia-Pacific region and so I have spent the last eight years looking at how we can support individual governments and regional processes to develop security and sustainable resource management.
Very recently I joined a new program looking at the circular economy. The focus is on plastics in Southeast Asia and am very excited about this new role and looking at how technologies can help monitor plastics and how solutions can prevent plastic waste from reaching our oceans in the first place.
ASCI: Can you briefly explain the premise behind the Decade of Action and what are the main sustainability goals?
Janet Salem: The UN sustainable development goals were adopted in 2015 and they’re considered a transformative agenda for the world to shift towards a sustainable future. The reason that they’re so transformative is that they really apply to all countries equally.
We used to have the Millennium development goals which are very focused on poverty eradication. That’s evolved and the sustainable development goals under the Decade of Action, or the Global Goals so they are called, apply to all countries. It’s said that now every country is a developing country because they also include environmental sustainability, clean industries, the state of the cities, climate action, protecting nature, and life below water. It’s looking at gender and it’s looking at health so you really have this cross-cutting agenda that all countries now need to work on in order to develop the kind of future that I think everyone would want to live in.
ASCI: As the first keynote of ASCI2021, what can delegates expect to hear from your address?
Janet Salem: My address will cover concrete examples that show supply chain approaches that can support the UN’s Sustainable Development Goals. There are 17 different goals but you can’t address one at a time so I’ll be getting case studies from the private sector and demonstrating how they cross over a few different goals.
There is a limit to what governments can do to deliver these goals. Actually, all the production-consumption activities are with the private sector and I think that companies that take a supply chain approach have the most potential and the most responsibility to support the sustainable development goals because they can leverage that entire supply chain and one company can actually mobilise a number of companies to get on the same page.
These cases will also bring in that circular economy approach because it’s it is an environmental framework that has to have a supply chain approach. We’re looking at how do we move from that linear take/make/deliver/waste economy approach to a circular economy approach.
With a circular economy approach you really need to break down those silos and work together. A product that can be re-used and set at a higher value and spun off into a different sector is amazing but makes the supply chain quite long and complex. I’ll address the kinds of discussions that need to be going on between different members of a supply chain in order to reduce the amount of waste that’s generated.
ASCIL What are you most looking forward to hearing at the conference?
Janet Salem: I’m particularly interested to see how industry partners with really complex supply chains are adapting to disruptions in supply chain availability and also how they’re looking at sustainability. Companies on the program like Food Buy, Kimberly-Clark or Metcash who are dealing with a lot of packaging materials and now they’re matching requirements and expectations as packaging becomes more sustainable. Also looking down the supply chain at the ban on exports of plastic waste to other countries and whether these companies have developed domestic solutions for plastic packaging waste.
I’m also quite interested in hearing from the Navy Centre for Innovation because it’s really great to see multiple types of stakeholders collaborating towards a common purpose of innovation and sustainability.
Lastly, I’m keen to see the commended, highly commended and winner of the Sustainability Award at the Awards Dinner on the evening of the first day. I think there is a lot of exciting work on sustainability in Australia that isn’t really well known outside of Australia. Working for the UN in Asia-Pacific, we always looking for good examples of what we can share globally.
Time is running out to secure your early bird tickets for ASCI2021. For more information and to book go to http://www.asci-2021.com.au/.
ASCI2021 promises to demonstrate how the Australian supply chain and others around the globe have weathered COVID-19 and provide insights to their future resilience.
If any images comes to define the coronavirus (COVID-19) pandemic, it may be the sight of normally well-stocked supermarket shelves emptied of consumer goods from pasta and flour, to toilet paper and hand sanitiser.
While panic buying was an irrational response to the nature of the COVID-19 threat – there was no chance of Australia running out of many of these items – what the rush on supermarkets and other stores did demonstrate was the finely calibrated nature of Australia’s supply chains. To meet the needs of consumers for fresh goods at any time of the year and to avoid overwhelming storage spaces, Australia’s supply chain managers have been working to ensure that products are ready just in time, and ready to be plucked from the shelves at a customer’s whim.
The massive increase in demand due to panic buying brought to light the fragility of this system. In addition, as international flights were grounded, Australia’s ability to export its world-renowned fresh produce was immediately curtailed.
What this did was bring the role of the supply chain manager, and the people who enable the links in the chain to connect, out of the back-office and into the public spotlight. Monique Fenech, head of sales and marketing at the Australasian Supply Chain Institute (ASCI), has seen this firsthand.
“The COVID-19 pandemic has really brought supply chain management to the forefront of people’s minds. We’re starting to talk about supply chain as an essential service, which has never been the case before.”
In a way by virtue of its success, the complexity of Australia’s supply chain has not often been on view to customers, however the critical role of the professionals in this field has never been more in demand as trade routes recalibrate and new markets are being identified.
“Supply chain management rolls off people’s tongues, they’re all talking about it from a consumer standpoint. But even more impact has been made within organisations because supply chain managers have been brought into the boardroom to fix this problem, look at these outages, look at these delays, look at these increased prices. Executive are asking, ‘We don’t have access to our air freight like we used to, what are we going to do?’ So that’s really changed the internal profile of supply chain management within the organisation,” said Fenech.
While the scale and magnitude of the current crisis may be beyond what was planned for at the beginning of 2020, Fenech counters that dealing with these kinds of issues, whether they be due to a pandemic or other cause, is actually the bread and butter of the profession.
“This situation is business as usual for our supply chain managers; they deal with risk on a day-to-day basis. A good example of that is where perhaps they might have a dual sourcing strategy in place already because for some, not all, supply chains that would be considered best practice, so they would already have set in place some business continuity strategies,” Fenech said.
The next step will be for companies to reset their risk management plans and contingency procedures to account for the ongoing restrictions and the likelihood of another pandemic happening again. This reality calls for supply chains to not simply return to a pre-COVID-19 status, but rather learn from the experience of the pandemic and bounce back more resilient than ever.
“As opposed to going back to the way things were, it’s about bringing all of the political, economic, geographic, and social impacts that affect our supply chains into the mix using really smart technologies such as artificial intelligence to give us a better idea of where our supply chains are vulnerable and how we can improve them in the new decade,” said Fenech.
This next decade will be the focus of the ASCI’s conference, ASCI2021, to be held on the 23rd and 24th of February at the William Inglis Hotel in Sydney. The conference’s theme is “Supply Chain Vision In The Decade For Action”, adapting the United Nation’s priority of the same name for the supply chain industry. Janet Salem, economic affairs officer, circular economy at the United Nations will deliver an international keynote highlighting the theme’s application for supply chain managers.
One area that Fenech sees as improving based on the experience during COVID-19 is the connection and collaboration between suppliers, something that the conference will highlight.
“Deepening the collaboration that we have with our suppliers is only going to make the supply chain more efficient and also more robust. Once that trust is there and the collaboration is there, the visibility inevitably becomes greater, and that is the end goal for a supply chain manager – to have complete visibility across the end-to-end supply chain and sometimes it takes something like a catastrophe to bring you closer to your supplier.”
DELIVERING BEST PRACTICE IN SUPPLY CHAIN MANAGEMENT
For the past 60 years, ASCI has been working with the supply chain management industry to grow the career profile of supply chain management.
“Back in the early days, inventory management was a new career and we travelled to the US to find some global standards that we could use in Australia. We’re applying that same technique now to global end to end supply chain standards and in order to do that we’re looking at global compliance and global regulation and bringing that down to the level that we need to communicate to members,” said Fenech.
In Australia, ASCI provides best practice knowledge to build the standards of supply chain management.
“We call that our Professional Accreditation Scheme. Just like lawyers, engineers, and accountants, they have professional accreditation bodies that they belong to and they are registered within a professional accreditation scheme as well. That proves that they can practice within that field and they’ve proven their knowledge in that field,” said Fenech.
“We’ve never had anything like this in supply chain management in Australia so now is really good time to address it, considering the complexities of the end- to-end supply chain have been made so apparent through COVID-19.”
To assist its members in adapting to the disruptions of COVID-19, ASCI is conducting research and benchmarking global best practice so that Australian supply chains can come out of the pandemic more resilient that ever.
“Currently, ASCI is working with the University of Melbourne on a risk survey, to see how we’ve been redefining risk and that will be a really important part of our conference on day two where we will be presenting those findings for the first time and giving our supply chain managers who are delegates at that conference a first look in as to what they need to be doing to reset their business continuity plans.”
While discussions were held at the beginning of the pandemic to understand whether the conference’s theme should change to focus directly on the events of the past six months, the advisory board ultimately decided that the theme of “Supply Chain Vision In The Decade For Action” encompassed the ongoing challenges that supply chains would face into the future.
“If companies don’t change the way they do things and put their supply chains front and centre of their operational efficiency, then they’re just not going to survive in the new era,” said Fenech.
Over the two days of the conference, ASCI has assembled a panel of local and international supply chain leaders, who will share their insights from a range of sectors. These include the medical, industrial, defence, and fast-moving consumer goods sectors, as well as the transport and logistics sector.
On February 25, delegates will be able to tour the under-construction Western Sydney Airport site, the core of the future Aerotropolis and new logistics hub for Western Sydney. Attendees can participate in a panel discussion with local councils, moderated by Amanda Brisot, general manager Western Sydney Business Connection.
With multiple streams on each day, Fenech highlights that it is worth businesses bringing multiple attendees.
“Supply chain managers should think about bringing a few members of their team because there are certainly different experiences that each of their team members could have throughout the two-day conference. Team- members can come together afterwards to share key learnings across those functions.”
Streams on day one will cover procurement, operations management, and logistics management, while on day two streams encompass systems and technology, supply chain management, and the future supply chain management workforce.
“There are some great stories in there from Metcash, for example, about how COVID-19 brought about some great opportunity for them to work with Woolworths and Coles,” said Fenech.
ASCI2021 will also host the 28th ASCI awards’ dinner, and with so much upheaval during the past year, Fenech expects some engaging stories to come out of the awards. “It will be one of the best because we want to see where excellence exists, where excellence has been demonstrated through these really tough times, and often it’s during tough times that innovation really does
For more information, to book tickets, and view the full program go to: http://www.asci-2021.com.au/.
The NSW government has announced $185 million investment to build on rail infrastructure delivery in Parkes.
The future site of the intersection of Australia’s major freight lines, Parkes is expected to play a central role in Australia’s logistics networks and supply chains.
Inland Rail will pass through Parkes, connecting Melbourne and Brisbane via regional NSW, Queensland, and Victoria, and will intersect in the Central West town with the rail line linking Sydney to Perth.
The NSW government’s current investment will fund the Parkes Special Activation Precinct, which will leverage these links to develop a logistics and intermodal hub. Parkes also has the advantage of being much more affordable than metropolitan cities, with land values at just 5 per cent of the capitals.
NSW Deputy Premier John Barilaro said the investment in roads, sewer, and water connections will help grow regional NSW.
“This precinct is all about attracting money, economic growth and jobs to regional NSW,” he said.
“We know that where there is significant government investment, it attracts private investment ten-fold. This precinct could attract up to $1 billion in private investment over the next 10 years.”
The precinct will be developed by the Regional Growth NSW Development Corporation, who will lead design and construction, applications and approvals, and provide assistance for those businesses looking to set up in the regions.
The precinct stretches over 4,800 hectares of land, and can be used for purposes such as freight and logistics, food processing, warehousing, plastic and e-waste recycling, and cold chain storage.
The precinct will also focus on sustainability, as it will be Australia’s first UNIDO Eco Industrial zone. The initiative of the United Nations Industrial Development Organisation seeks to enhance the environmental, economic and social performance of industrial businesses through collaboration.
Work is now complete on the link between Inland Rail at Parkes and the Broken Hill rail line to Perth.
The Australian Logistics Council’s CEO, Kirk Coningham, explains how the industry has been on the front foot during a time of crisis.
Like every other industry, Australia’s freight and logistics sector has spent recent weeks grappling with the realities of doing business in a changed world.
While for many this has meant transitioning to working from home arrangements, contemplating shifts from bricks and mortar retail arrangements to online sales in retail, and a changed focus for hospitality businesses towards takeaway and delivery sales, the challenge for this sector is somewhat different.
The simple reality is this; those on the front line of Australia’s freight logistics industry can’t work from home. Our ports, stevedores, road, rail, and air freight operators are working tirelessly to keep supply chains flowing and make sure Australian communities can access the goods they need day-to-day.
As challenging as the COVID-19 crisis is, it would be far worse without the dedicated support and service offered by those working in Australia’s logistics industry.
All levels of government have made it clear that freight transport and logistics remain an essential service. In turn, this means that those who are working around the clock to support households and communities at this challenging time deserve the strongest levels of support and flexibility from governments and from the wider community.
In the difficult circumstances that all of us are currently enduring, the health and security of our workforce must remain paramount.
As instances of panic buying occurred in the early days of the COVID-19 event, it was distressing to hear instances of transport workers and in-store retail personnel being accosted by angry consumers.
The current situation is having an impact on the day-to-day lives of all Australians – and perhaps it is inevitable that this is causing frustration and irritation for some. However, taking those frustrations out on delivery drivers or retail workers is completely unacceptable.
Far more positive has been the determined and collegiate way in which all parts of the supply chain have worked effectively to address challenges as they have arisen, to ensure that freight can continue getting to the places it needs to go, efficiently and safely.
This has included working to remove barriers that prevented overnight deliveries to supermarkets and retail outlets such as noise curfews that stopped heavy vehicle access and the use of loading docks. Industry worked quickly with state and territory governments around Australia to either remove these curfews or have their enforcement suspended for the duration of the COVID-19 crisis. This helped stock levels to recover and reduced the occurrence of panic buying.
The decision of several state and territory governments to effectively close their borders posed significant potential threats to the efficiency of freight movement on both road and rail.
Again, it was impressive to see the way that representatives of both modes set aside commercial considerations and worked collaboratively with industry groups to ensure restrictions on cross-border movement caused as little delay to freight movement as possible.
Perhaps the most difficult aspect of the COVID-19 situation is the uncertainty over its duration. Naturally, this causes anxiety in the community and makes business planning especially difficult.
However, what is certain is that in addition to ensuring the community can continue to access essential goods, the freight and logistics sector also has a vital role to play in providing economic opportunity.
Already, there is evidence of some pick-up in consumer demand and economic activity in China, which will remain a critical export market for Australia.
As we look to sustain Australian businesses and create employment opportunities, our freight sector will be essential in supporting our exporters’ efforts to get their goods into recovering markets. Governments and local communities must understand the importance of their task as part of Australia’s economic recovery, and provide every support possible to help our workforce achieve it.
Thales is committed to the continued delivery of capability to our customers while minimising any risk to the safety of our employees and the broader community.
In early March, Thales implemented social distancing and enhanced hygiene measures across all of our sites. At production facilities a number of measures were implemented including: staggered shifts, staggered breaks, closure of canteen facilities, expanded break rooms, increased hand washing and the cleaning of rooms between use. Concurrently all non-production staff moved to ‘work from home’. All sites have also identified and secured a bio-cleaning company for deep cleaning as necessary.
We are closely monitoring impacts on our supply chain, actively seeking advice from key suppliers to ensure we have the ability to mitigate any potential impacts. Thales takes seriously our responsibility to maintain employment and supply chains through the current crisis and have taken a number of steps to assist our partners as the situation has evolved.
The freight industries in Western Australia and South Australia have each joined together to provide an efficient source of information for freight operators during the coronavirus (COVID-19) crisis.
In WA, the Freight and Logistics Council of WA (FLCWA), along has formed the WA Supply Chain Covid Response Group. The group brings together the FLCWA, Northern Territory Road Transport Association, and Western Roads Federation to ensure the safety of workers and the continuing supply of essential goods.
Leading the group will be Nicole Lockwood, chair of FLCWA, and the combined group will provide a single source of information to the WA and Northern Territory governments and agencies on behalf of the freight and logistics industries.
“We’re here to help any freight company who requires assistance in dealing with operational impacts due to Covid-19 and encourage them to get in contact with us,” said Lockwood.
Since its formation two weeks ago, the response group has been providing advice on the impact of border closures and supported the delivery of products such as hand sanitiser to the freight industry.
“Our key priority is the safety of all workforce involved to maintain the movement of food, medical supplies and general freight. I’d like to acknowledge the dedication from the front-line truck drivers, train drivers and Port workers in ensuring essential goods are kept flowing into Western Australia,” said Lockwood.
WA network operator Arc Infrastructure has been planning for the COVID-19 pandemic since February to ensure that operations continue. Those who can work from home are doing so, and while regional depots and head office remain open, face-to-face meetings are limited unless business critical.
Arc Infrastructure has also implemented new control centres in the metro area, increasing the number of available train controllers, decentralising work locations, and making sure that expertise and qualifications are evenly spread across the network.
In South Australia, Minister for Trade and Investment, David Ridgway, has formed the Export Recovery Taskforce to support South Australian freight businesses overcome the economic effects of COVID-19.
“South Australia has an immense task ahead of us, and the impacts of COVID-19 are being felt across all export sectors. We recognise the enormous economic and logistical issues challenging our industries, businesses and individuals right now as a result of the necessary restrictions on travel,” said Ridgway.
While international air freight has been restricted, ports and ship-borne freight remain operating. According to Evan Knapp, executive officer of the SA Freight Council, while the initial focus is on shipments via air, future discussions could incorporate impacts to goods shipped by rail, for example grain.
“Rail is still moving relatively well at this stage. Grain has been affected by the massive change in value of our currency which will have short term impacts, but in the longer term the currency depreciation will make Australian goods much more attractive in markets around the world.”
Knapp added that the SA Freight Council and others have reiterated to governments that rail workers and rail safety workers are essential workers and must be permitted to cross state borders to make urgent repairs to rail networks, when required.
Not since World War II has Australia’s social and economic way of life been put under such pressure. Businesses are struggling or closing, thousands have already lost their jobs, governments are shutting down all non-essential activities, and millions are working from home.
Australia’s Reserve Bank has slashed interest rates to record lows and governments are spending tens of billions to help stabilise the economy.
Anxiety is gripping the nation, with panic buying of food and household items by nervous consumers.
Now is the time for Team Australia to kick in.
What many Australians may not realise is the army of essential freight and logistic workers toiling day and night to help keep our economy ticking over. They are making sure necessities and raw materials find their way to supermarkets, retail stores, petrol stations, warehouses, steel and flour mills, and manufacturing plants.
As Australia’s largest rail freight company, Pacific National is proud to be doing our part, hauling the nation’s goods and commodities 24 hours a day, 365 days of the year along railways linking key supply chains across our vast continent.
Without goods trains, domestic and imported products like food, clothing, medical and pharmaceutical supplies, cleaning products, fuel, household products, chemicals, electronics, steel, and machinery and parts cannot be efficiently transported to depots and warehouses between cities and regional towns.
A double-stacked 1,800-metre interstate goods train can haul more than 330 shipping containers, thereby helping to free-up hundreds of truck drivers each week to focus on delivering goods and products the remaining ‘last mile’ from warehouses to stores where consumers need shelves restocked.
To put this in perspective, a single shipping container can hold approximately 25,000 toilet paper rolls, 55,000 food cans or 1,500 cases of beer.
Without freight trains, bulk exports like grain, meat, fresh and dry produce, cotton and coal cannot be efficiently hauled to ports, the gateways to global markets.
Paddock to port, pit to port, or manufacturing plant to port – essential rail freight services stretch across state borders, servicing finely-tuned supply chains.
Our company has been providing essential rail freight services since 1855. Back then we were called New South Wales Government Railways.
Today, our 600 locomotives are crewed and serviced by 2,500 men and women right across the nation. Each day and night they clock onto their shifts after practicing strict hygiene and social distancing procedures. Rail freight has the added benefit of operating within railway corridors and depots prohibited to the public.
The health and safety of our train crews are paramount, and I’m immensely proud of their efforts and dedication.
Unless ill or otherwise required by law, these crews continue to run essential freight train services around the clock. Without them, critical supply chains across state borders will break. Largely out of sight, each day they help underpin the productivity and wealth of our nation.
We thank federal and state governments for working closely with our sector during this challenging time. They moved quickly to protect the nation’s supply chains.
So next time you see a big blue and yellow Pacific National locomotive, take comfort knowing there is an army of freight and logistic workers doing their bit for Team Australia.
Dean Dalla Valle
Pacific National CEO
Aurizon Holdings Limited revenue has increased by $73.4 million or five per cent in the 2019/20 first-half earnings before interest and tax.
Australia’s largest rail-based transport business has released a half year report for the period ending 31 December 2019, detailing new growth in the company.
Aurizon stated in the report that the higher revenue is offset by the sale of the rail grinding business.
A spokeswoman from Aurizon said the large sale transaction for the rail grinding business was completed with Loram in October 2019 for $167m with $105m net gain on sale (not included in underlying earnings).
With revenue up five per cent to a total of $1.53 billion, the company’s underlying net profit rose 19 per cent to $268.9m.
The group credited the UT5 Undertaking as a factor that improved revenue. In December last year, Queensland Competition Authority (QCA) approved the agreement that governs access to its rail network.
Aurizon executives stated that the company’s financial position and performance was partially affected by the closure and sale of Acacia Ridge Intermodal Terminal.
Two years ago the Australian Competition and Consumer Commission (ACCC) opposed the sale of Acacia Ridge Intermodal Terminal and commenced proceedings against Aurizon and Pacific National in the Federal Court. Aurizon and the proposed new owner of the terminal, Pacific National, both filed notices of cross-appeal that will be heard by the full Federal Court later in February.
Aurizon executives highlighted its full-year earning guidance to $930 million from $880 million. This figure was noted before assumed impacts from the Australian bushfires and the world health emergency, coronavirus.
The coronavirus has delayed the arrival of 66 rail wagons being made in the epicentre of the disease, Wuhan in China.
A spokeswoman from Aurizon said an initial order of 66 wagons have already been delivered and the remaining 66 wagons are planned for delivery in February or March.
“The first batch of 132 coal wagons have been completed by our supplier. The construction of the second tranche of 132 wagons has been delayed due to a slow down of production in China,” the spokeswoman said.
Operating costs increased $13.9m or 2 per cent, which were identified as due to to increased labour costs.
Aurizon’s network operates the 2,670km CQCN, the largest coal rail network in Australia.
Aurizon executives stated in the 2019/20 half year report that 58 per cent of the company’s revenue, a total of $887.5m, was from transporting coal from mines in Queensland and NSW to customer ports.
Operational performance across the network “remained strong” during the first half of the new financial year, according to Aurizon.
Total system availability improved from 81 per cent to 82.2 per cent, and cycle velocity improved 4 per cent.
Aurizon’s executives said the focus has been on the trial and implementation of schedule adherence in the Blackwater system in QLD.
Compared to the previous half, the network delivered an average reduction in turnaround time of 1.2 hours per service and both on-time arrival to mine and to port increased.
Aurizon’s executives said the network is now working with operators to improve the current scheduling process by realigning maintenance constraints to unlock capacity and optimising the weekly Intermediate Train Plan to avoid pathing contests between operators. The report stated that system throughput is expected to increase, in the third quarter of this year.
The Australian Logistics Council (ALC) has stated that both major parties involved in the upcoming federal election have displayed a “lack of focus” regarding Australia’s supply chain.
The ALC stated that while the Liberal and Labor parties had made campaign announcements tangentially related to freight movement, there hadn’t been much regarding “freight-specific commitments”.
The comments came two weeks after the ALC’s delivery of the Freight: Delivering Opportunity for Australia report, which listed 39 freight-related priorities for the next Australian Government.
This list included a wide range of topics such as electric vehicles, Northern Australia Infrastructure Facility (NAIF) funding, rail corridors, heavy vehicle reform, airport curfews, and many more.
“If we are going to meet the challenges that arise from a growing population and remain internationally competitive, it is essential that our next Federal Government is ready to take decisive action,” said Coningham.
Coningham added that the freight logistics industry and related communities needed to hear more from both sides in the campaign’s final week to improve efficiency and safety of supply chains and enhance Australia’s international competitiveness.
He referred to Labor’s plans to establish an EV manufacturing and innovation strategy (Labor’s Plan for Electric Vehicle Innovation and Manufacturing) as a “positive step”, but added that moves such as a contestable fund for low emission vehicles and tax concessions for electric delivery vehicles would help to take this further.
“With our industry having secured a bipartisan commitment to finalise the National Freight and Supply Chain Strategy, this campaign is an ideal opportunity for both sides to set out clear plans to address the issues ALC members have identified as industry priorities,” he said.
The Australian Government released a report in April entitled Delivering on Freight.
The report details the Coalition’s commitment to a National Action Plan with the aim of achieving a nationally integrated freight system capable of benefiting from “a consistent and integrated regulatory environment”.
According to the report, freight volume in Australia is on track to double over the 20 years to 2030, with urban freight in particular set for significant growth of 80 per cent over the 20-year period from 2016–2036, a forecast that requires considerable supply chain efficiency improvements.