Jill Lewis - The Chartered Institute of Logistics and Transport

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Andrew Stewart
FCILT
Another government
changes and CILTA
members will be impacted.
Those who work in the public sector face the fourth change of government in little
over two years. The rest are dependent on government regulations and
infrastructure plans.
The current wave of change is promising more streamlined regulation and greater
delivery of infrastructure. Easier to promise than deliver.
Change of government is more highly disruptive than is recognised, not just for
those within, but also those who are regulated by or contracted to government.
But the demand more urgently continues for regulation that uses all modern tools
to reduce complication and paperwork, and for infrastructure to meet increased
population and changing travel demands.
CILTA members are well placed to help deliver the change in as effective a way as
possible.
And our own changes internally are continuing and starting to deliver member
benefits.
Your involvement in sections and their activities will provide useful professional
networking and contact with your industry leaders.
And your feedback to help us make CILTA more relevant to you is always
welcome.
Andrew Stewart
FCILT
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New Secretary General for
CILT International
Kraft Foods senior Logistics Director,
Keith Newton, has been appointed
Secretary General of The Chartered
Institute of Logistics and Transport
International. He takes up the position
from 1st May 2012 in succession to
Interim Secretary General,
Colm Holmes, who steps down from
the role at the end of March. Newton
will lead the continuing development
and growth of the Institute on a global
basis.
Keith Newton’s appointment follows
the work completed by the Trustees
of CILT International in 2011 which
redefined the leadership and
management structure of the
organisation.
Newton is currently Logistics
Operations Director, UK, Ireland and
Nordics, for Kraft Foods Europe.
Prior to the Kraft acquisition in 2010,
he joined the Cadbury organisation in
1992 and held a number of supply
chain appointments across logistics
and manufacturing. These included
leading logistics best practice globally
between 2002 and 2005 and being the
Supply Director for Cadbury Ireland.
At the time of the 2010 acquisition, he
was Cadbury’s Customer Logistics
Director in the UK and Ireland, and
has since worked actively on the
programme of integrating the two
businesses. He has been an Institute
member for 30 years and is an
executive member of CILT’s Leaders in
Supply Chain.
Keith Newton will be supported by the
recent appointments of Jon Harris to
the new role of International
Professional Development
Co-ordinator and Ceri Williams as the
new International Administration
Co-ordinator.
Jon Harris has wide experience at a
senior level for over 20 years in town
and transport planning. He also
worked as CILT(UK) Director of
Policies and Technical Affairs from
2000 to 2002. He takes up his
appointment from 1st April.
Alan Waller OBE, President, CILT
International, said: ‘We are pleased
that Keith was available for the role.
He will bring a wealth of supply chain
knowledge and this will be balanced
by the passenger and freight transport
experience of Jon Harris.
These appointments complete the
Leadership Team organisation for CILT
International and will help us grow the
Institute over its next phase.’

Something different for our next function…
An event focusing on Women in Transport and Logistics
with guest speaker: Jill Lewis
CILTA Hunter is committed to developing and retaining women
within the local transport and logistics industry.
To demonstrate its support, CILTA Hunter is sponsoring two
places (worth $750 each) on the July 2012 CILTA Women
Moving Forward Mentoring program.
CILTA Hunter will also sponsor a complimentary 12 month
affiliate CILTA membership and a copy of “Transport in the
Hunter” book for ALL nominees.
The successful nominees will be announced at the next CILTA
Hunter function on Wednesday 2nd May. All nominees are
encouraged to attend this special function and all women can
attend for the specially reduced rate of $50.
Nominations should be in writing and no more than one
A4 page, download the nomination form here, and should be
emailed to steve.phillips@mountainindustries.com.au by 4pm
on Wednesday 18th April.
More information about the benefits of the Women Moving
Forward program can be found by following the links at
www.cilta.com.au/Education
So let’s all make an effort to encourage female work
colleagues, friends or family members, involved in the transport
and logistics industry to nominate for this outstanding
opportunity and bring them all along to this great event.
(The presentation and Q & A portion of this CILTA event
attracts 1 CPD hour)
Jill Lewis
is currently the Manager for Australian Trucking Association
(ATA) NSW. The only State based trucking member organisation
in NSW. ATA NSW ‘serves and represents New South Wales
Trucking operators’. The ATA provides its members with a wide
range of services, including advice on workplace relations,
regular workshops and seminars, a weekly newsletter, and
member benefits such as discounts on fuel from BP.
ATA NSW also lobbies the state and ACT governments on behalf
of its members. The organisation is led by a policy council
consisting of some of the state’s most respected trucking
operators, and run on a day to day basis by professional staff
based in Sydney and Canberra. ATA NSW is a member of the
Australian Trucking
Association NSW
Wednesday 2nd May
The Newcastle Club
6.30pm for a 7pm Start
Dress – Business Attire
Tickets
$70 Members
$75 Non Members (Inc GST)
$50 Females (Inc GST)
Includes Canapés, Main, Cheese Platters, Dinner wine
CLICK HERE
TO REGISTER ONLINE NOW
or visit www.cilta.com.au/Events
For more information contact:
Rebecca Jones Rebecca.j@newportcorp.com.au
Steve Philips
Steve.Phillips@mountainindustries.com.au
or 0428 683 743
Australian Trucking Association, the peak body representing
Australia’s trucking operators.
Jill Lewis’ background includes working in the Banking sector
and as a special needs carer before taking on a role in the timber
industry which ultimately led to her becoming the CEO of Timber
Communities Australia (TCA). One of the then largest member
organisations in Australia with a data base of some 13500
members in 82 branches! TCA was started by five women in the
80s and went on to be one of the largest NFP organisations in the
country.
We welcome Jill on the 2nd May at the Newcastle club to
address the members of CILTA Hunter not only on her unique and
interesting career path but also on her perspective on the role
and future of women in the Transport and Logistic fields.
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www.cilta.com.au/Education
wmf@cilta.com.au
1300 68 11 34
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MODULE
SYNOPSIS

CONGESTION
(Speech given by Andrew Stewart at the recent CEDA
Address, please note that this is his personal view)
1950 – 3 billion people, of which 1.5
billion in dire poverty (a famine, flood or,
disease or drought means death)
2010 – 7 billion people of which less
than 1.5 billion in dire poverty (possibly
only 900 million). So 6 billion benefit
from the miracle of economic
development of the last 60 years.
The caves of our house in France were
first built in 791, and since then there
has been more time when the
population and economy of the world
has been negative than positive. Only in
the last 150 years has there been
sustained improvement, only in the last
60 such sustained improvement for so
many.
And that has consequences.....in today’s
case, congestion. But let’s not get so
tied on a problem that we forget it is a
consequence of a miracle of economic
development.
So Congestion – an inconvenience, a
real cost – just to business or also to
consumers, the price of modern life?
Is congestion defined just by the
inconvenience to me, or the real cost of
lost time to business and slowed supply
chains and frustrated staff and
overloaded infrastructure?
In 2001, as part of the Transport
Logistics Action Agenda, we set an
agenda, but unfortunately not much
action. A major point of that report was
that passenger and freight movements
would continue to increase – and by
about one and a half times GDP growth.
They might drop to 1 and a quarter
given electronics was reducing size of
stuff. But we pointed out that more stuff
was being imported, distribution
patterns were becoming increasingly
complex, and that people’s travel
patterns were increasingly complex and
unpredictable.
A decade later, we were correct in our
analysis.
Unfortunately we did not win the
political conversation so the Bob Carr
Movement whereby he could sit at
Maroobra Beach to tell the tide not to
come in – or Australia’s population NOT
to increase by a third of a million a year.
We need to accept that Bob Canute
Carr was wrong. We are fortunate that
our population is only increasing at a
third a million a year.......from most other
places in the world, there’d be a
stampede to enjoy our lifestyle.
And that won’t let up, as I know as a
world traveller with people in Europe,
Asia, China increasingly asking how
they can be part of our country. So let’s
accept the economic development
miracle globally will continue another
30 plus years – I will use the Chinese
forecasts that use 2040 as a
baseline.....that’s when they expect
world population to peak (perhaps
Africa excepted), the middle class to be
half the world’s population (that’s more
than 4 billion) ....and China to be leading
country. Just the momentum of current
population and economic growth will
propel us for another few decades of
growth..........so let’s just accept that and
plan for it.
Three factors will impact on the
congestion of our life in a more populated
and urbanised world (and Australia
probably the fastest growing developed
nation for the next few decades)
1/ Size and Scale
2/ Speed and
3/ Sophistication.
1/ Melbourne is dredging its harbour to
accept Super Panamax ships. That’s a
consequence of globalisation that offers
economies of scale in manufacture and
movement. But that means an extra
4000 to 6000 movements in each four
day visit of a container ship. Given the
rail system is at capacity (despite a
decade long wrangle to allow double
stacking) and most of those movements
will be in or close to Melbourne, much
of that concentrated extra movement
will be by truck. Our 2001 forecasts
were politically played with (we had to
change the minimum growth forecasts
to maximums so we didn’t clash too
much with infrastructure funding
forecasts......but that’s another story).
Before the Super Panamax ships have
arrived, we are ahead of forecast for
port traffic movement.
And anyone who has enjoyed the A380
trip knows the congestion they cause in
and around airports (the pax side
alone). Or the growing scale of major
events that Melbourne shows the world
how to handle major people movements.
And if you want me to scream, just
suggest that we should be carting more
produce or stuff for consumers by
trains......here’s the facts. The coal
trains are so long and so profitable in
Queensland, that most of the general
freight has been canned and any
increase on the Queensland lines is
‘deferred for the foreseeable future”.
Size of coal trains means barely
adequate infrastructure (mainly where
the coal lines join or use sections of the
general lines) and lack of passing loops
makes the rail share of general freight
fall. That’s just one consequence of
scale. That is a form of congestion
whereby infrastructure is crowded even
in the open Queensland plains.
The examples of size are numerous, but
the picture is economies of scale
produced cost savings for many, but
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also has increasingly severe
consequences in congestion of public
infrastructure.
2/ Speed is relative. That van driver
drumming his fingers on the steering
wheel as he sits in congestion between
Lambeth (inner London) and Heathrow
may hardly believe he is part of the
speed issue. Nor the van driver who
collected the parcel caught in congestion
in inner Sydney. But they are. Because
when my daughter sees some fashion
statement on the internet, she’s in a
race to have it. Why wait for the
retailers to have their fashion season
meetings, negotiate with suppliers and
copyists, set a price, arrange logistics
etc etc...when Net a Porter will have it
at her door in Sydney in 3 working days.
And that’s just the consumer angle of
Just In Time which impacts most
business. The Consumer angle is called
‘Must Just have it in time’. Do consumers
connect their need for speed with the
increasingly slow trip to work each
day? Of course not. That’s congestion of
convenience.
And there wouldn’t be too many
warehouse managers of Fast Moving
Consumer Goods who wouldn’t consider
they book only 97 percent of their stock
into warehouse or even cross dock
slots......the rest is slowing moving,
especially given demurrage is generally
free in our highly competitive freight
logistics world. Just hold that connection
between relative speed and free
demurrage for our conclusion.
Sophistication is the most intriguing yet
least understood of our trio with Size
and Speed.
Basic mathematics concludes that
growing numbers in size and speed
multiplied give an increasingly big
number on a curve pointing more
vertically. That could simply suggest we
answer one bigger number with another
– as the Chinese have done in their
impressive infrastructure investment.
Building the entire US Highway system
in each of the last five year plans, and
more than the rest of the world’s fast
train network, plus air and shipping
ports. Very Impressive. A few months
after the six and eight lane freeway
from Shanghai to the new airport was
built we had a reasonable run.......it has
been a car park since. That’s with a
Maglev train in parallel and some
disciplined actions to remove some
local traffic onto alternative routes. I am
NOT ARGUING FOR LESS
INFRASTRUCTURE .....let me make that
very clear. And in Australia we are well
behind just producing core, mainline
infrastructure for our population
growth.
And we ought to be looking very closely
at India, where poor infrastructure is
pulling two to three percent off GDP
each year. Nigeria (nine times Australia’s
population in the size of NSW) is
launching a major effort to improve core
infrastructure because of the losses to
the economic wellbeing of its people
from congestion and poor logistics.
Inadequate infrastructure and poor
logistics costs real dollars from real
people en masse. That’s congestion of
real cost to real people due to overloaded
infrastructure and no sophistication in
planning.
We do have some of that congestion in
Australia.
But we are also suffering from our
infrastructure and planning being wrong
footed by fast, sophisticated shifts in
travel patterns, much of it driven by IT
led changes of habits among consumers
and in lifestyle.
As our infrastructure czars appointed in
Australia over the last few years have
found out, the pattern of movement of
people and freight is moving faster than
they can draw up plans, cogitate, waffle
their way through the political budgetary
process.....and actually get concrete
poured. The sophistication is not really
that sophisticated....but highlights the
need for a supply chain, overarching
approach to patterns of movement.
Let me take you out of the many examples
we could find in a capital city (such as
container movements from ports, or
consumer demand movement) to the
Eton Range behind Mackay. Certainly
the coal industry was in a hole in the
The sophistication is not
really that sophisticated
....but highlights the need
for a supply chain,
overarching approach to
patterns of movement.
1990s and into the early 2000s, albeit
volumes kept growing and mines kept
opening. But planners took the view
that plenty of meat had been built into
infrastructure in the 1960s and 80s
booms, so let’s coast. In fact a $28
million upgrade of the WW2 engineering
crossing from the coast to the coal
country was canned in the early 2000s.
The dollars were spent on a second
pedestrian footbridge in Brisbane to the
New gallery of Modern Art. Very
architectural. Meanwhile 140 trucks a
day cross a narrow steep two lane road
from the Port of Mackay to the coal
fields. When it rains, as it does often in
the wet tropics, Main Roads has to law
out sheets of sand paper to try to stop
the 60 plus tonnes of truck and its diesel
load slipped into the forest. Police hold
up truck at each end so that they come
up on convoys with no ne going the
opposite way. Congestion, Cost.....and
that road is a killer. The rail won’t tale
fuel because it doesn’t have the
capacity. So trucks and more trucks.

And it isn’t on any infrastructure list. No
one has looked beyond the amazing
figures of coal tonnes mined and
railed.......and thought, we need diesel
to power those diggers. And food for
the miners, and electrical equipment
etc etc. There is no evenly barely
sophisticated response to a mine boom
supply chain. And no connection
between transport needs and mine
growth (and dollars to government).
There’s definitely no hypothecation
between dollars raised in taxes and
royalties, and the real cost of development
in a region. Oh, and allow half an hour
to get from Mackay city to the airport
which was a ten minute trip. So there is
congestion causing real extra cost
.....and now starting to cause real cost
to industry and the nation.
That’s just one of many congestions
popping up out of economic growth.
The sophistication we lack there is
planning – we haven’t even got in the
helicopter to see the supply chain
creaking and groaning from 30,000 ft.
One arm of government knows what is
going on – it approves the mines.......but
the other arms of government which
provide or organise the infrastructure
are left years, in some cases decades
behind.
I know there are many dedicated
transport and urban planners – you can
usually tell them by the permanent look
of frustration on their faces. They have
sophisticated tools, but generally highly
constrained powers.
Transport Skills shortage...........
The other sophistication is from the two
factors usually least considered in
transport – people and IT.
As anyone with a smartphone will
know, the impact of IT on people is
surely one of the great wonders of the
world. This is not just the speed of
dissemination of information. It is the
ability to change habits......ask anyone
in the music industry or a retailer.
So we have several hundred thousand
people sitting in serious congestion
(your car is at a complete halt in an 80
km/h zone) – and other than the few
doing their makeup or eating their
If IT is changing people’s
habits, one area badly
missed is the use of these
devices and services to
help change people’s
habits to avoid
congestion.
cornflakes behind the wheel, most are
listening to radio (falling rapidly – did
you know that TV new viewership has
fallen three times faster than even
newspaper readership in the last
decade.......) but almost all are connected
to their phone.....and an increasing
number using it, texting, listening,
talking, playing games .......
The first conundrum is that these and
other devices are changing how people
work at work and live at play. People’s
habits within their work and play are
changing rapidly. The second conundrum
is that it has, so far, had little impact on
their ‘daily commute’. The freeways and
major intersections are just as clogged.
In fact we have more congestion at
different times. It has taken a decade,
but seven day trading has only recently
really had an impact on shopping times.
So entrances to major shopping centres
and surrounding roads are crowded
even more often. And the casualisation
of the workforce is having an impact on
what is and where is a ‘peak hour’.
If you live in New Farm in inner Brisbane,
the council has been ahead of the game
and increased bus services as
industrial areas convert to high density
living. We now have buses at five and
ten minute intervals from 5.20 am to
after midnight. The services between 5
and 6 INTO the city are generally
crowded with people going to work in
bars etc, but also IT night shifts....or
those of us bussing to a function.
If IT is changing people’s habits, one
area badly missed is the use of these
devices and services to help change
people’s habits to avoid congestion.
Many devices and systems have been
trialled, but quite simply they haven’t
worked. In the IT habit world, it either
works or it does NOT. Transport and
congestion have not rated (with a much
avoided exception we’ll come to)
Melbourne has a Smart Bus which has
a toe in the water, and maybe we should
continue to accept that as a trial. The
money invested in that highlights the
cost of changing travel habits......as has
done the Smart Travel and similar
informational systems.
There is potential here.
We need to recognise much more how
we can change the habits not just of
commuters, but of consumers and of
industry. The stumblebum attempts to
get transport operators to coordinate
online is unfortunately more farce and
wasted dollars.
Perhaps part of the issue is that as well
as not recognising that changing habits
can be as much part of relieving
congestion as investing in infrastructure,
is that we lack enough skilled people in
transport and logistics. I think you need
on a couple of sets of hands to count
the number of Masters in Logistics
graduates in our universities. The
planners and operators of transport and
transport systems have a dearth of
sophisticated technicians and
management COMPARED TO THE SIZE
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OF THE TASK. Compare number of
engineers in mine development vis a vis
even plain old road and bridge engineers.
The comparison with transport planners
and supply chain managers results in
an embarrassingly small fraction.
So size and speed are beyond our
control in a world growing fast and in
sophistication. Our sophisticated talent
is there but scarce and without much
backing upstairs. We must keep
pushing for more infrastructure, but
I don’t hear a persistent and consistent
loud voterland cry for more dollars
voluntarily.....and you and I can be
realistic enough to know there’s no deep
trough of dollars (taxpayer or private) to
clear congestion.......not even to clear
the backlog of projects let alone keep
up with an extra third of a million
Australians a year.
So I am going to take you to London,
Singapore, Stockholm, Rome and Milan
......Congestion Charging. Put aside
Rome and Milan because their systems
rely heavily on manual collection....and
if you want to take your partner to Via
Condotti for the best fashion, just slip
the magnificently uniformed policeman
a few euro.
But the other cities have well organised
systems that work. New York and San
Francisco will start systems in 2015 (if
the US governments can make some
rational budgetary decisions....... see
how they have just boosted their highway
funding, which was much needed, but
be ‘defunding’ public transport by $57
billion......)
I am going to skip the political debate
because that is another world (albeit
not insurmountable), but if you follow
the Size, Speed, Sophistication and
changing habits thesis, then there has
been only one proven effective, cost
efficient method of easing congestion
long term. You could call it the Steve
Jobs approach – offer a solution but
make sure you charge for the convenience
........as the Apple entrepreneur did with
Smart Phones and IPADs.
Congestion charging.......Singapore
started in 1975 and London 2003. The costs
are known (and coming down as IT
improves – London’s IT is managed from
congested Mumbai, which seems
bizarre). More pointedly, the results are
known.
So size and speed are
beyond our control in a
world growing fast and in
sophistication.
People will change habits.......and they
(after initial grumbling) accept the price.
A steep price ......Ten quid an entry to
central London or about four times the
bus or train ticket. So congestion
charging actually makes public transport
more attractive.
(Let me address habit changing .......
because there’s a cycle of politicians
being spooked easily so short trials are
run. Even in this IT fast world, the cycle
of leading adge technology to broad
acceptance is about a decade, perhaps
7 or 8 years.......Versions of the IPAD
were available in 1999......we tried to
use them to cut paperwork in freight. It
took 8 years to sort the technology, sort
the really popular use....and use bridging
technologies to change habits. The
habits change slower than the IT promise
.......but at the same speed of the real,
reliable IT delivery. So the technology is
the enabler, but this congestion charge
is really about habit changing)
A proven system, a falling cost,
acceptance by consumers and
freighters with changing habits in very
different markets, driving more volume
(and reducing unit costs) of public
transport.......ticks lots of boxes.
Issues for Australia.......
1/ One System. Billions have been
wasted by states using different public
transport and road tolling systems....and
incredible waste when off the shelf
systems were available. Let’s not waste
billions again on government designed
transport IT. Buy the best off the shelf –
like you do with an IPad and ITunes.
2/ Trial. Trial, trial and trial. Because not
only do we want one system for all
Australia, we want one system for
everything that moves, anywhere, 24/7.
So policymakers need to understand
the scheme needs to be in all vehicles
(Shane Warne says also bicycles) even
if not needed. So my 4WD in Proserpine
which has no traffic lights and congestion
is defined as an inability to park outside
your desired shops, needs a device
although it would never be used running
around my farms. It hauls in all the
types of road and load restriction and
charging. So when the number of wide
loads explodes in to mining areas, we
can vary the charging, especially when
we measure the huge road damage
caused. And we will learn the lesson
from the national truck charging IT
debacle.......charge the load. The habit
gets changed when the person in
charge of the load makes the decision.
For instance, supermarket chains have
invested heavily in noise suppression at
suburban stores to allow night delivery
.......there’s a connection between their
benefit of cheaper night transport and
willingness to invest in their
infrastructure upgrade.
3/ Hypothecation. That is linked to
another H word.....honesty. We in the
general public and governments need
to be honest enough to connect all the
money raised from congestion charging
to improvements in infrastructure.

There’s a forty year honesty deficit to be
addressed.
Time is on our side.....as I highlighted
about habits.
People put up with congestion with
remarkably little complaint (sure there’s
an occasional road rage or flurry of
media rage), but overwhelmingly people
get up and head into the traffic knowing
the congestion ahead. In part because
they are in their personal space in a car,
with a weary acceptance on public
transport, and knowing that the freight
will get there. (Complaints about outages
on mobile phone networks can spark a
hundred thousand complaints in the time
that one state minister got 12 complaints
about congestion......we’ll sit in our car
so long as our mobile works?
But given our population growth
congestion just being an inconvenience
won’t be the situation forever, given our
core infrastructure in most cities and
road, air and railways are congested
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already. And the High Aussie Dollar and
mining boom won’t cover up our blow
out in freight costs forever – or vehicle
and fuel costs
So we need to act. But festina
Lente......make haste slowly.
A coordinated, directly and fully
hypothecated, best of breed technology,
national charging scheme trialling in five
years ....ready to roll out nationally in
eight to ten.
Raise the dollars to improve our core
infrastructure, put a price on
convenience, force a real price on
demurrage and disrupted supply chains.
Former Treasury Secretary Dr Ken Henry
recommended transparent congestion
charging in his outgoing tax reform
recommendations because his
experience in Australia’s convoluted
system of government suggested only
real dollars changed behaviour, and paid
for infrastructure.
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JJ Richards & Sons Pty Ltd
J.J. Richards and Sons Pty Ltd (J.J. Richards)
was established in 1932 and is the largest
Australian owned waste management company
in Australia. Our success over the last seventynine
years has been built on a company ethic
and corporate culture which places high value
on integrity of service to all customers; public
and employee safety and wellbeing; continual
innovation; and care for the environment.
Today the company:
• employs over 1600 people,
• performs domestic garbage, recycling,
sanitary and green waste services under
contract for 40 local authorities (72 contracts)
from Cloncurry to Melbourne (this equates to
in excess of 1,600,000 domestic collections
per week),
• performs a variety of solid, hazardous and
liquid waste services for over 70,000
commercial customers Australia wide,
• employs specialist personnel in the areas of
Transport Logistics; Environmental
Management; Occupational Health and
Safety; Driver Training; Technical Services;
Environmental Education and Training; and,
Integrated Management Systems
Over the years J.J.Richards has used its
unique industry position to develop new
business operations that complement and
enhance its waste collection, enabling the
company to provide its customers with
integrated and innovative services.
J.J.Richards Engineering Pty Ltd designs and
manufactures customised waste collection
vehicles, industrial bins and compaction units to
provide the most effective and efficient waste
handling equipment for our customer needs.
The Centurion Transport Division has a fleet of
tandem and triaxle vehicles capable of
transporting a range of skips and compactor
tanks varying in size from 24m to 66m. This
system has the ability to service a large range
of sites and can be used on unsealed roads.
As the skips can be left on site for longer
periods, customers are advantaged by a
reduction in the number of waste services
required and therefore a reduction in costs.
The importance of resource conservation and
recovery is evident through the company’s
partnership in the TiTree Bioenergy facility.
The facility is situated on a former open cut coal
mine near Ipswich in Queensland and uses
specially designed landfill cells to rapidly
decompose the waste to produce biogas.
In addition to the important rehabilitation
program being undertaken at Ti Tree and
efficient, responsible management of waste, the
site is now producing enough green electricity
to power more than 10,000 households. Wholly
owned North End Recycling on the Gold Coast
and the purpose built Stapylton Recovery Centre
provides resource recovery and processing
options to the construction and demolition and
commercial and industrial sectors.
Regwaste Australia (a division of J.J.Richards)
offers specialised clinical and related waste
transport, treatment and disposal services to
over 700 customers. Independent consulting
division, EnviroCom Australia provides specialist
environmental education, training and research
services to government and businesses.
Personnel are qualified environmental
practitioners with experience in the diverse
disciplines of science, social interaction,
training, teaching and communications.
J.J.Richards recognises the importance of its
people and the value that attracting and
retaining talented and dedicated employees has
to the company. The introduction of structured
management and leadership training; graduate
trainee manager programs; the award winning
‘school to work’ and ‘women at the wheel’
programs are all testament to the company’s
commitment to its staff and its future.
For further details of the many services and
programs offered by J.J.Richards and Sons –
www.jjrichards.com.au

Overcoming Mine to Market
challenges through integrated
solutions
The efficiency of freight supply chains is
critical for all global economies as it defines
freight costs for exports, imports and domestic
freight flows and determines reliability of
supply for both industry and end consumers.
Governments and the private sector are
investing billions of dollars in new and
upgraded freight and logistics infrastructure,
facing planning, design and integration issues
across various transport modes.
AECOM provides mine to market (M2M)
services for coal and iron ore supply chains
within Australia and internationally that help
address these challenges, saving our clients
time and cost through efficient and integrated
solutions. We are flexible and solution focused,
tailoring our service offering to each client’s
specific needs and challenges. Whether an
end-to-end service or a “menu of services”
from which to select a more eclectic mix,
AECOM tailors solutions to meet and exceed
design objects.
To deliver real value, reduce risk, and support
our clients to attract investment, AECOM
provides all forms of M2M infrastructure
across all stages of the asset life cycle. This
includes planning and feasibility studies, cost
estimation, environmental and regulatory
approvals, engineering design, project and
construction management as well as advisory
services for operations and maintenance.
Many logistics systems fall short of meeting
targets, shaving millions off the profitability of
the operation. There are many factors that
contribute to these losses, including network
bottlenecks; insufficient yard infrastructure;
delays at loading and unloading points due to
variability handling rates; and stock events, as
well as delays due to maintenance and
shutdowns. The good news, however, is that
we can ensure these projects are successful
by enabling client operations to be efficient
and profitable.
Our unique simulation and analytics teams use
industry-leading technology and analysis
techniques to help our clients decide the best
way to invest their capital expenditure.
AECOM is currently modelling operations at a
conceptual level from pit to port for a variety of
projects around the globe, resulting in
significant savings for our clients. These
solutions enable the impacts of operational
variation to be fully analysed providing realistic
capacity assessments. Optimisation of
infrastructure is our speciality, to ensure
investment is both efficient and well targeted
to business requirements. We can also advise
the parts of the supply chain where a sensible
level of redundancy is appropriate. This is
typically to enhance system robustness
enabling a level of surge capacity for recovery
from unplanned events, or to facilitate spot
market opportunities.
We are currently working with QR National
(QRN) in Queensland, Australia, on coal
systems which will help investigate which
particular infrastructure will be necessary in
order to meet the needs of future mine
production. By directly representing mine
production profiles and maintenance
programs, we will help QRN to find
infrastructure solutions that are sufficiently
robust to meet capacity targets with
production variability and track outages.
INVOLVE | INFORM | RECOGNISE | DEVELOP

Understanding the need for integration across
all planning stages, we have a strong program
management capability with a focus on total
project delivery and a total commitment to
safety. Post asset creation, we also offer our
clients access to a comprehensive range of
asset management services.
At the mine end, we offer mining engineering
services for both underground and open cut
operations. This includes all processing and
conveyor systems through to the train load
outs. We also plan, design and deliver the
associated enabling infrastructure such as
buildings, roads, power and water at both the
mine and the port.
On significant freight rail projects, such as
Moura Passing Loop Extensions and track
infrastructure upgrade, Blackwater Line
duplications, and Surat Basin Rail Project,
AECOM applied comprehensive rail services
to support efficient freight and logistics
movements, increasing or creating the
capacity to move bulk goods from mine to
market. These solutions include cover
alignment, earthworks, bridges and drainage
structures, permanent way, rollingstock,
signalling and communications, train control,
power supply systems and electric traction.
These services are underpinned by core
engineering strengths in disciplines such as
geotechnical and hydrological assessments.
At the port end, we plan, design and deliver
train unloaders, materials handling
infrastructure for the stock yard, ship loaders
and a full suite of marine engineering services
including berths, jetties, channels, turning
basins and dredging and reclamation.
On Harriet and Nelson Point Iron Ore
Terminals, Port Hedland, AECOM provided
detailed design for these two expansion
projects, which have doubled the Port Hedland
inner harbour’s export capacity for BHP Billiton
Iron Ore.
On the Oakajee Port Feasibility Study, Western
Australia AECOM has been involved from the
initial concept development. We identified
Oakajee as the best option for major iron-ore
exports from the state’s midwest region, and
subsequently designed a range of port-rail
infrastructure, including berths, materials
handling, and stockyards.
We are also able to support our clients with
planning their shipping so as to better manage
demurrage costs, as well as the total logistics
task for the transportation of their product to
the destination port and end customer receival
facilities.
We provide our customers with total project
delivery and a total commitment to safety
across their entire supply chain.
Enquiries: Rob McAlpine. 0414812927

Post-Graduate Training
for Experienced Managers
UNE Partnerships and the Logistics Training
Group invite you to attend our specialised
workshops offered with enrolment in the
Professional Diploma in Logistics and
Transport.
If you are aiming to advance your professional
development in logistics or supply chain
management, this internationally recognised
qualification can provide you with the relevant
skills for your future.
The Professional Diploma in Logistics &
Transport is recommended for middle to senior
managers responsible for logistics or supply
chain management. If you want to advance
your career or offer professional development
to your staff, this internationally recognised
qualification at postgraduate level can develop
relevant applied skills and knowledge. The
qualification is issued by the Chartered
Institute of Logistics and Transport (CILT) in the
UK, and is recognised globally as the
benchmark qualification in the industry.
Build networks, share your
experience and learn from
others.
This course is a post-graduate level
qualification which recognises prior workbased
learning, and provides an alternative
experience-based pathway to tertiary
education at Masters level. The course is
offered in a blended workshop and distance
study mode, with academic support and
guidance.
The course commences in February, 2012 with
the first workshop (including industry visits)
scheduled for 17th – 18th February in Sydney.
For further information or to access an
enrolment form, please visit our website
Alternatively, please email Kathryn Hogan
on kathryn.hogan@unep.edu.au or call
1800 066 128.
Celebrating 25 years in 2011
Endorsed by the Chartered Institute of
Logistics and Transport Australia
INVOLVE | INFORM | RECOGNISE | DEVELOP

ICHCA International 2012
Biennial Conference & Exhibition
“Global Cargo Logistics – the 2020 Vision”
When: 8th – 11th May 2012
Where: The Langham, Melbourne, Victoria
About the Event:
The Conference focuses on the 2020 Vision for
Global Logistics and covers all models and a
range of subjects including:
• Government and Industry Initiatives
• Airports and Airfreight Developments
• Future Proofing Ports and Cargo Handling
• Investment and Project Management
• Infrastructure and Global Developments
• Challenges and Supply Chain Strategies
• Developing Trade, Ports, Rail and Shipping
• Innovative Solutions
CONFERENCE 8th and 9th May
Join expert speakers and delegates from
around the Globe as they share their 20/20
Vision.
COCKTAILS AND GALA DINNER – 8th May
Speakers, Sponsors, Delegates and Partners
can enjoy this relaxed event and be regaled by
Matthew Michalewicz entrepreneur
extraordinaire as he shares his ‘Secrets on the
Psychology of Success’.
THE ISP DAY - 10th May
Keep up-to-date with the latest from the ICHCA
International Expert Panels on Safety, Security
and the Environment.
THE INDUSTRY TOUR – 11th May
Join the Half Day Morning Tour of Melbourne
International Airport, Patrick’s Intermodal
Terminal at Swanson Dock, and the Port of
Melbourne – Australia’s Premier Hub Port.
To register as a delegate, book
accommodation and tours, and for more
information visit www.ichca-australia.com or
contact Ian Lovell, Conference Coordinator,
ICHCA Australia Limited,
E-Mail ian.lovell@bigpond.com
Mobile: +61 (0)400 708 182
Web www.ichca-australia.com

When: 26-27 June 2012
Where: Melbourne Exhibition & Convention
Centre
Supply Chain 2020 is an exhibition accompanied
by an interactive and educational program for
supply chain & logistics managers to source
new products and solutions in line with best
practice in supply chain management.
Interpoint Events will bring Supply Chain 2020
to Melbourne Exhibition and Convention Centre
on 26 & 27 June 2012.
An Event for
Logisticians & Supply
Chain Professionals
Supply Chain 2020 will address the future of
supply & logistics with a focus on key
competitive issues and best practices.
For exhibition and sponsorship opportunities
please contact Allison Miller on 02 8586 6193 or
email amiller@intermedia.com.au
To register visit www.supplychain2020.com.au
Download the program Brochure Here
Amazing T&L Facts and Trends
CILTA is interested in sharing amazing facts and trends in the Transport
and Logistics Industry in our weekly Industry Update, if you have one to
share please send it to admin@cilta.com.au
Recent Facts:
1) Super Post Panamax Ships are now
reaching capacities of 15,500 TEU's with 22
container rows on deck and this number is
growing with larger ships already on order.
This has a big impact on all Logistics traffic
and congestion, the greatest challenge facing
ports will be providing adequately fast turn
around for super-post panama ships and
handling effectively the large volume of
containers each ship will generate. It is said
that ports will need to achieve a minimum of
200 container moves per hour at berth and
provide facilities to handle high container
flows and storage requirements.
2) The main Foxconn factory in She Zen (just
behind Hong Kong which makes apple
products and other mobile phones) has 8000
workers in a daily stand by pool to work on
whatever assembly line for whatever product
is in demand that day. That's a flexible and
responsive workforce to ensure up to the hour
supply chain.
INVOLVE | INFORM | RECOGNISE | DEVELOP

Our Mission:
Platinum Foundation Partners
Gold Foundation Partners
Silver Foundation Partners
Bronze Foundation Partners
“To Provide leadership in research, policy and
professional development and to support continuous
improvement in the Transport and Logistics Industry.”
As CILTA members we welcome your views on how we
can better serve you!! Please feel free to send us your
ideas and comments to: admin@cilta.com.au
VISIT our website: WWW.CILTA.COM.AU
for up to date information on industry news and events.