Supply Chain Report - Logistics Association of Australia

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S u p p l y C h a i n R e p o r t 2 0 1 0 Section C: Market Participants Major Players in Integrated Logistics • Integrated Logistics is the largest sector within the Transport and Storage Industry worth approximately AUD 90 billion [IBIS World, 15]. Integrated Logistics Market Share Major Players in Integrated Logistics • Integrated Logistics contributed more than 50% of the industry’s gross product. • Significant players in Integrated logistics include Toll Holding, QR National, Asciano Group and Linfox. Toll group • Toll is the number one player in integrated logistics by market share, generating a total annual revenue of more than AUD 6.9 billion in 2009-10, with approximately AUD 293 million net profit. Other 84% 8% 3% 3% 2% • Toll provides freight services, freight forwarding services, and logistics services domestically and globally. QR National • QR National is Australia’s largest rail freight company and the world’s largest train transporter of coal from mine to port for export markets. • The company has been separated into QR National and Queensland Rail as of July 2010. 2009-10 Annual Revenue and Profit of Key Players in Integrated Logistics Company Toll QR Asciano Linfox Logistics All Sector (Approx) Revenue (Billion) 6.9 2.9 2.9 2.2 90.0 Profit (Million) 293 203 310 N/A • In 2009-10, QR National generated AUD 2.9 billion in revenue. Before excluding the passenger transport business, the company generated approximately AUD 4 billion. Asciano Group • Asciano Group operates in four segments of Coal, Intermodal, Container Ports, and Auto, Bulk and General. Coal and Intermodal operate under the Pacific National brand. • The group generated AUD 2.86 billion in 2009-10. Linfox • Linfox is another major player in Integrated Logistics, operating approximately 5,000 trucks and 1.8 million m 2 of warehouse space. • Linfox generated more than AUD 2.2 billion of revenue in 2009-10 with an undisclosed profit. www.laa.asn.au 22
S u p p l y C h a i n R e p o r t 2 0 1 0 Section D: Australian Industry Performance International Logistics Performance Index • Australia’s Logistics Performance ranked 18th of 150 countries in 2010, down one place from the previous ranking in 2007. • Average LPI is currently at 3.84, up from 3.79. The scores on each of the key dimensions are displayed in the table. • It is noted that Australia is rated better on every dimension except Track & Trace. Source: World Bank [17] LPI Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Previous Rank 3 1 4 2 23 7 6 9 12 16 11 15 8 10 14 13 18 17 5 21 Germany Singapore Sweden Netherlands Luxembourg Switzerland Japan United Kingdom Belgium Norway Ireland Finland Hong Kong, China Canada United States Denmark France Australia Austria Taiwan 4.11 4.09 4.08 4.07 3.98 3.97 3.97 3.95 3.94 3.93 3.89 3.89 3.88 3.87 3.86 3.85 3.84 3.84 3.76 3.71 4.00 4.02 3.88 3.98 4.04 3.73 3.79 3.74 3.83 3.86 3.60 3.86 3.83 3.71 3.68 3.58 3.63 3.68 3.49 3.35 4.34 4.22 4.03 4.25 4.06 4.17 4.19 3.95 4.01 4.22 3.76 4.08 4.00 4.03 4.15 3.99 4.00 3.78 3.68 3.62 3.66 3.86 3.83 3.61 3.67 3.32 3.55 3.66 3.31 3.35 3.70 3.41 3.67 3.24 3.21 3.46 3.30 3.78 3.78 3.64 4.14 4.12 4.22 4.15 3.67 4.32 4.00 3.92 4.13 3.85 3.82 3.92 3.83 3.99 3.92 3.83 3.87 3.77 3.70 3.65 Tracking & Tracing 4.18 4.15 4.22 4.12 3.92 4.27 4.13 4.13 4.22 4.10 4.02 4.09 3.94 4.01 4.17 3.94 4.01 3.87 3.83 4.04 International Logistics Performance Index 2010 Country LPI Customs Infrastructure International Logistics Shipments Competence Timeliness 4.48 4.23 4.32 4.41 4.58 4.20 4.26 4.37 4.29 4.35 4.47 4.08 4.04 4.41 4.19 4.38 4.37 4.16 4.08 3.95 Total Business Inventory • The cost of Total Business Inventory reduced during 2009 to about $130 billion in December and came back up slightly to $134 billion in June 2010 Quarter. • The significant fall of inventory level could be linked to the reaction of businesses to the economic crisis. It is expected that the level of inventory will be higher in 2010-2011 because of an improved economic outlook together with the strength of the Australian currency. Total inventory alone cannot provide a full picture of the industry performance. Total Business Inventory (June 2000 to June 2010) $m Inventories (Book Value, Current Prices) 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 GDP ($m) Period Jun Jun Jun Jun Jun Jun Jun Jun Jun Jun Jun 00 01 02 03 04 05 06 07 08 09 10 Source: ABS [4] Inventory to Sales Ratio • In the last report it was noted that the Inventory to Sales ratio climbed slightly during 2009, which could suggest the delay of the industry’s response to declining sales. • The Inventory to Sales ratio improved again in 2010. Part of the reason could be that business is still cautious about prospects and avoids building up levels of inventory. • Overall, the Inventory to Sales ratio has continued to improve over the years due to improved supply chain management practices. Ratio Inventory to Sales Ratio (June 2000 to June 2010) 1.00 0.90 0.80 0.70 0.60 0.50 0.40 0.30 0.20 0.10 Period 0.0 Jun 00 Jun 01 Jun 02 Jun 03 Jun 04 Jun 05 Jun 06 Jun 07 Jun 08 Jun 09 Jun 10 Source: ABS [3] www.laa.asn.au 23
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Supply Chain Report - Logistics Association of Australia

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