LEADING TECHNOLOGICAL INNOVATION & PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

LEADING TECHNOLOGICAL INNOVATION & PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN AN EVALUATION OF THE ALC INTERMODAL VISIBILITY PILOT OF THE GS1 ELECTRONIC PRODUCT CODE INFORMATION SERVICE (EPCIS) STANDARD

W PROJECT TEAM DR IVAN BUTAR R esear c h er DR SOMAYEH DEHGHAN R esear c h er PROFESSOR PETER GAHAN C h i ef i nv esti gato r MS LAURA GOOD L ead A u th o r and R esear c h er CITATION FOR THIS REPORT: G o o d, L., G ah an, P., B u tar, I., D eh gh an, S. 20 15. L ead i ng tec h no l o gi c al i nno v ati o n and p r o d u c ti v i ty i mp r o v ement ac r o ss th e su p p l y c h ai n: A n ev al u ati o n o f th e I nd u str y P i l o t o f th e G S 1 E l ec tr o ni c P r o d u c t C o d e I nf o r mati o n S er v i c e (E P C I S ) S tand ar d. Mel b o u r ne: C e entr f o r o r k p l ac e L ead er sh i p, T h e U ni v er si ty o f Mel b o u r ne. T h e C entr e f o r W o r k p l ac e L ead er sh i p i s l o c ated i n th e F ac u l ty o f B u si ness and E c o no mi c s at th e U ni v er si ty o f Mel b o u r ne and i s su p p o r ted b y th e A u str al i an G o v er nment th r o u gh th e D ep ar tment o f E mp l o y ment. 1 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

W EXECUTIVE SUMMARY T h i s c ase r ep o r t p r esents k ey f i nd i ngs o f an ev al u ati o n o f a p i l o t tr i al o f th e E l ec tr o ni c P r o d u c t C o d e I nf o r mati o n S er v i c e (E P C I S ). T h e tr i al w as i ni ti ated b y th e A u str al i an L o gi sti c s C o u nc i l (A L C ) i n c o l l ab o r ati o n w i th G S 1 A u str al i a. T h e ev al u ati o n w as u nd er tak y Cen entr b e f o r o r k p l ac e L ead er sh i p at th e U ni v er si ty o f Mel b o u r ne. T h e E P C I S stand ar d i s an i nter nati o nal stand ar d f o r r ec o r d i ng k ey ev ents asso c i ated w i th th e mo v ement o f go o d s o r o b j ec ts oth ur gh a su p p l y c h ai n. A s an i nter nati o nal stand ar d, E P C I S c an b e i ntegr ated i nto an ex i sti ng d atab ase o r tr ac k and tr ac e p l atf o r m as a means to sh ar e i nf o r mati o n and p r o v i d e v i si b i l i ty th r o u gh o u t a su p p l y c h ai n. T h e E P C I S stand ar d i s o ne o f o nl y a f ew p r o d u c ti o n r stand d s gl oab al l y, u np r ec ed ented i n i ts ab i l i ty to c o v er an o p en su p p c l y h ai n end - to - end. T h i s p i l o t tr i al l ed th e E P C I S stand ar d i n th r ee l o gi sti c s su p p l y c h ai ns o p er ated b y N estl é A u str al i a, O nes teel and T h e R ej ec S h to p. T h e C W L r esear c h team f o l l o w ed eac h o f th e th r ee p i l o t tr i al s o f E P C I S w i th th e ai m o f i d enti f y i ng th e enef b i ts asso c i ated w i th i mp r o v ed su p p l y c h ai n v i si b i l i ty, and to assess th e c h al l enges asso c i ated w i th i mp l ementi ng a c o mmo n stand ar d ac r o ss su p p l y c h ai n p ar tner s er o ati p ng d i f f er ent i nf o r mati o n management sy stems and w i th v ar y i ng d egr ees o f c o mp l ex i ty. T h i s ev al u ati o n d emo nstr ated th at, w i th c ar ef u l p l anni ng, th e i mp l ementati o n o f E P C I S c o u l d p r o v i d e a w i d e r ange o f p o tenti enef al b i ts to th e b u si ness, th ei r su p p l y c h ai n p ar tner s and c u sto mer s. P ar ti c i p ants al so i nd i c ated th ey f ac ed a r ange o f c h al l enges n p il anni ng and i mp l ementi ng th e E P C I S stand ar d. H o w ev er, no ne o f th ese c h al l enges h ad p r o v ed d eb i l i tati ng. E v en w h er e E P C may I S i nv o l v e si gni f i c ant i nv estments to ad ap t and ex tend th e c ap ab i l i ty o f ex i sti ng i nf o r mati o n management sy stems and o nl i ne p o l atf r ms th at f ac i l i tate ser v i c i ng c u sto mer s, th e p o tenti al b enef i ts to th e b u si ness w er e ex p ec ted to o u tw ei gh th ese c o sts. O v er al l, al l p ar ti c i p ants i n thl o e t ptr i i al o f E P C I S anti c i p ated th e b u si ness w o u l d y i el d a si gni f i c ant r etu r n o n th ei r i nv estment. 2 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

THE IMPERATIVE OF IMPROVING SUPPLY CHAIN VISIBILITY Getting product to markets in an efficient and timely manner is critical to the ability of many businesses to compete. The imperative to manage supply chain and logistics arrangements has become even more important as supply chains have become increasingly globalised and complex. More effectively coordinating the flow of goods along a supply chain is not simply a matter of minimising costs of transporting good to market. Increasingly, better supply chain management plays a role in avoiding supply chain disruptions and maintaining customer satisfaction with logistics service provision. The transport and logistics sector also indirectly affects the productivity of every other sector. The geographic size of the domestic Australian economy and the distance from international markets means that the efficient movement of goods and products is a key factor in shaping the competitiveness of Australian-based businesses. 1 This in turn implies that improvements in productivity and efficiency in logistics and supply chain operations can deliver a major boost to Australia s productivity and improve the competitiveness of Australian businesses, large and small. It is difficult to measure the economic value to the Australian economy of logistics and supply chain operations. The sector makes a significant contribution to the Australian economy. The sector includes both third parties providing logistics and supply chain services, as well as activity undertaken by firms on their own behalf. ACIL Allen Consulting estimate that the sector accounts for 8.6 percent of Australia s Gross Domestic Product (GDP), contributes around $130 billion to the Australian economy, and is estimated to employ approximately 1.2 million people. 2 This report estimates that a 1 per cent increase in total factor productivity in the logistics industry would yield a $2 billion increase in national GDP. Making the most of new technologies and standards that facilitate coordination along a supply chain is a critical element in meeting this productivity challenge. Many logistics providers have invested in their own track and trace systems that enable them to improve supply chain visibility as a means to address these challenges. However, from the perspective of the customer and other supply chain partners, visibility over the entire supply chain flow is generally not assured by these systems. Goods and shipments disappear once they move downstream and beyond the reach of a single provider s tracking system. This invisibility impedes the effective tracking of shipments, coordination of logistics and transport services, and compromises the ability to manage customer expectations around delivery and delays in shipments. One important means to ensure greater visibility of products that move from partner to partner within a supply chain is the ability to share data between partners. This in turn requires data to be captured and recorded using a common set of rules and standards. The Electronic Product Code Information Service (EPCIS) standard, which forms part of the GS1 Australia system of open global supply chain standards, provides a standard set of protocols for capturing, exchanging and querying data, and recording events as goods move through a supply chain from business to customer. 1 Bureau of Infrastructure, Transport and Regional Economics (2010) Road Freight Estimates and Forecasts in Australia: Interstate, Capital Cities and Rest of State. Research Report No. 121, Bureau of Infrastructure, Transport and Regional Economics, Canberra. Also see Bureau of Transport Economics (2001) Logistics in Australia. A Preliminary Analysis. Working Paper No. 49, Bureau of Transport Economics, Canberra. 2 ACIL Allen Consulting (2014) The Economic Consequences of the Australian Logistics Industry. A Report prepared for the Australian Logistics Council, Canberra. 3 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

THE PILOT TRIAL OF EPCIS I n 20 13, a w o r k i ng gr o u p c o nv ened b y th e A u str al i an L o gi sti c s C o u nc i l (A L C ) i d enti f i ed end to end su p p l y c h ai n v i si b i lan i ty i nd as u str y- w i d e c o nc er n, w i th many l o gi sti c s c u sto mer s p ar ti c u l ar l y c o nc er ned ab o u t gap s i n th e v i si b i l i ty o f p r o d u c ts as th ey mo v e b etw een su p p l y c h ai n p ar tner s. T h i s w o r k i ng gr o u p i d enti f i ed G S 1 s E P C I S stand ar d as a p o ssi b l e w ay o f i mp r o v i ng v i si b i l i ty b y p r o v i stand d i ng a ar d ap p r o ac h to r ec o r d i ng and r ep r esenti ng ev ents th at o c c u r as go o d s mo v e th r o u gh a su p p l y c h ai n. I n c o l l ab o r ati o n w i th th e A L C and i ts memb er o r gani sati o ns, G S 1 A u str al i au nd er to o k to f ac i l i tate a p i l o t tr i al o f th e E P C I S. T h r ee su p p l y c h ai ns w er e c h o sen to tr i al th e E P C I S stand ar d. T h e p ri mar y c u sto mer s i n th ese th r ee p i l o t p ar ti c i p ants w er e: N estl é A u str al i a; O nes teel ; and T h e R ej ec t S h o p T h e tr i al c o v er ed a sp ec i f i c su p p l y c h ai n f o r eac h sh i p p er, i nc l u d i ng su p p l y c h ai n mo v ements tr av el l i ng f r o m th e east c o f ast A u o str al i a to th e w est c o ast. T h e p i l o t tr i al th er ef o r e i nc l u d ed p ar ti c i p ati o n o f su p p l y c h ai n p ar tner s, i nc l u d i ng p r i mar y l o gi sti c s and tr ansp o r t vp r i od er s (r o ad and r ai l ) and th i r d p ar ty tr ansp o r t c o mp ani es c o ntr ac ted to mo v e f r ei gh t at p ar ti c u l ar p ar ts o f th e j o u r ney. I n eac h c ase, th e k ey ev ents w er e d ef i ned f o r th e p ar ti c u l ar p su p l y c h ai n and set u p f o rc ap tu r e to an E P C I S r ep o si to r y. T h e ev ents w er e c ap tu r ed manu al l y o r b y f i l e u p l o ad, u si ng a d ata c ap tu r e ap p r o ac h b est su i ted to th e p ar ti c i p ants. T h e ap p r o ac h to i mp l ement i ng th e p i l o t v ar i ed b etw een su p p l y c h ai ns i nv o l v ed. I n tw o o f th e th r ee p ar ti c i p ati ng su p p l y c h ai ns, eac h su p p l y c h ai n p ar tner enter l ev ed ent r ead ata r etr o sp ec ti v el y, r ec o r d i ng i nf o r mati o n ab o u t th e agr eed - u p o n ev ents, su c h as th e ac tu al ti me o f th e go o d s r eac h i ng a p ar ti c u l ar l o c ati o n al o ng th e su p p l y c h ai n. I n th e th i r d su p p l y c h ai n, th er e w as a o ne d ay tr i al w i th al l p ar tner s i n th e same r o o m enter i ng id n ata a si mu l ati o n o f r eal - ti me d ata. 4 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

EVALUATING THE PILOT TRIAL T h e C entr e f o r W o r k p l ac e L ead er sh i p at th e U ni v er si ty o f Mel b o u r ne agr eed to ev al u ate th e i mp l ementati o n o f th e E P C I S p i l o t, ex ami ni ng i ts o p er ati o n, th e p o tenti al o f th e E P C I S stand ar d to sh ap e su p p l y c h ai n o p er ati o n and th e r o l e o f l ead er sh i p i n th e ad o p ti o no f new tec h no l o gy stand ar d s. G i v en th at th e E P C I S p i l o t w as a p r o o f o f c o nc ep t r ath er th an f u l l i mp l ementati o n, a q u anti tati v e ev al u ati o n o f th e c o nseq u enc e o f i mp l ementati o n f o r su p p l y c h ai n o u tc o mes o r c o st sav i ngs w as no t p o ssi b l e. A q u al i tati v e anal y si s w as rthe er d eemed ef o as th e mo st ap p r o p r i ate stu d y d esi gn. A nu mb er o f r esear c h q u esti o ns gu i d ed th i s stu d y : 1. H o w d i d th e E P C I S p i l o t o p er ate? 2. H o w c an th e E P C I S stand ar d p o tenti al l y sh ap e su p p l y c h ai n management? 3. W h at ar e th e k ey c h al l enges l i k el y to emer ge i n c -o o r d i nati ng th e i mp l ementati o n o f E P C I S w i th i n and ac r o ss su p p l y c h ai n p ar tner s? 4. W h at c r i ti c al o r gani sati o nal and l ead er sh i p c ap ab i l i ti es ar e r eq u i r ed to i mp l ement th e E P C I S stand ar d? 5. W h at c an b e l ear ned f r o m th ese p i l o t p r o gr ams and ap p l i ed i n o th er su p p l y c h ai n setti ngs? T o ex p l o r e th ese i ssu es semi - str u c tu r ed i nter v i ew s w er e c o nd u c ted w i th k ey i nf o r mants f r o m o r gani sati o ns th at h ad p ar ti c i p ated i n th e p i l o t. G S 1 A u str al i a f ac i l i tated ac c ess to p i l o t p ar ti c i p ants, and p r o v i d ed d o c u ments w i th i nf o r mati o n o n th e p i l o t, as w l el as enab l i ng ac c ess to an o nl i ne d i sc u ssi o n p o r tal th at p ar ti c i p ants u sed to c o nf er and d i sc u ss i ssu es d u r i ng th e p i l o t. B ased o n a r ev oi ew f p r i o r r esear c h r el ati ng to c h al l enges asso c i ated w i th su p p l y c h ai n i ntegr ati o n, an I nter v i ew P r o to c o l w as d ev ed el. o p A d r af t v er si o n o f th e I nter v i ew P r o to c o l w as r ev i ew ed b y th e w o r k i ng gr o u p b ef o r e f i el d w o r k c o mmenc ed. I n ac c o r d anc e w i th U ni v er si ty o f Mel b o u r ne r eq u i r ements, th e I nter v i ew P r o to c o l w as al so su b mi tted f o r ap p r o v al to th e U ni v er si ty o f Mel b o u h r ine c s EC to mmi ttee as p ar t o f an E th i c s A p p l i c ati o n p r i o r to th e c o mmenc ement o f f i el d w o r k. T h e I nter v i ew P r o to c o l c o v er ed a nu mb er o f th emes, i nc l u d i ng: i nf o r mati o n ab o u t th e r o l e o f i nter v i ew ees i n th e management o f l o gi sti c s and su p p l y c h ai n o p er ati o ns; th e natu r e o f th e c h al l enges c u r r entl y ex p er i enc ed i n su p p l y c h ai n management and h o w th ese ar e b ei ng managed ; ex p er i enc e w i th th e tr i al o f th e E P C I S stand ar d w i th i n th ei r r esp ec ti v e su p p l y c h ai n; th e p o tenti al b enef i ts and c h al l enges l i k el y to b e asso c i ated w i th th e i mp l ementati o n o f th e E P C I S stand ar d ; and th e l ead er sh i p c ap ac i ty nec essar y to i mp l ement E P C I S stand ar d i n p r ac ti c e. A to tal o f ten i nter v i ew s w er e c o nd u c ted, eac h l asti ng b etw een 1 and 2 h o u r s. E i gh t p ar ti c i p ants w er e i nter v i ew ed f r o m r gani f i v e sati o o ns ac r o ss th e th r ee su p p l y c h ai ns, i nc l u d i ng p ar ti c i p ants f r o m tr ansp o r t c u sto mer s, tr ansp o r t p r o v i d er s and th - ip r dar ty tr ansp o r t c o ntr ac to r s. T w o ad d i ti o nal i nter v i ew s w er e c o nd u c ted w i th k ey i nf o r mants f Gr o S m 1 A u str al i a. T h ese p er so ns w er e i nv o l ved i n th e p l anni ng and i mp l ementati o n o f th e tr i al p i l o t o f E P C I S. 5 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

KEY FINDINGS A nu mb er o f k ey th emes emer ged f r o m th e stu d y. T h e p o tenti al gai ns f r o m th e ad o p ti o n and u se o f th e E P C I S stand ar d may b e v er y str o ng, ad d r essi ng so me c u r r ent su p p l y c h ai n management c o nc er ns and h av i ng a -f ar r eac h i ng, p o si ti v e i mp ac t ac r o ss th e l o gi sti c s i nd u str y. B etter p l anni ng, su p er i o r c u sto mer ser v i c e and gr eater ef f i c i enc y w er e i d enti f i ed b y stu d y p ar ti c i p ants as so me o f th e mo i gni st f si c ant p o tenti al b enef i ts th at c o u l d r esu l t f r o m th e i mp l ementati o n o f th e E P C I S. T h ese p o tenti al b enef i ts may f u r th er l ead to ti me sav i ngs, l o w er c o sts and i nc r eased l ev el s o f c u sto mer sati sf ac ti o n. A d d i ti o nal l y, i mp l ementati o n o f th e E P C I S w as v i ew ed as a means to p oti ten al l y i mp r o v e ef if c i enc y b y r ed u c i ng th e need f o r su p p l y c h ai n p ar tner s to nego ti ate h o w to r ec o r d th e mo v ement o f go o d s al o ng th e su p p l y c h ai n and w h i c h i nf o r mati o n to sh ar e. VISIBILITY AND THE PERFORMANCE OF LOGISTICS OPERATIONS E f f ec ti v e management and c o - o r d i nati o n o f l o gi sti c s o p er ati o ns w as i d enti f i ed as c r i ti c al to b o th c o st c o ntr o l and d el i v er i ng to c u sto mer ex p ec tati o ns. E nd to end su p p l y c h ai n v i si b i l i ty p r o v i d es a c r i ti c al mec h ani sm f o r managi ng l o gi sti c s o p er ati o ns and maini ntai ng c o ntr o l. A s o ne i nter v i ew e ex p l ai ned : One of the key things about the transport industry is that when it all goes well, it s low cost but when things go wrong, costs escalate incredibly quickly one of the key levers you ve got to manage it is visibility. If you ve got that, then you can keep costs under control. I nter v i ew ees i d enti f i ed a nu mb er o f w ay s th at i mp r o v ed v i si b i l i ty c o u l d assi st i n th e ef f ec ti v e management - and o r d i cnati o o n o f l o gi sti c s o p er ati o ns, i nc l u d i ng: i mp r o v ed ex c ep ti o ns management; ear l y no ti f i c ati o n o f c h angesto l o gi sti c s ev ents and ti metab l es; th e ab i l i ty to mi c r o - manage p ar ti c u l ar d el i v er i es; and th e ab i l i ty to i d enti f y emer gi ng p atter ns i n f u tu r e l o gi sti c s and su p p l y c h ai n need s. T h ese b enef i ts w er e v i ew ed as p o tenti al l y mak i ng i t easi er f o r i nd i v i d u al ani o r gsati o ns to p l an f o r f u tu r e l o gi sti c s and su p p l y c h ai n r eso u r c i ng need s. T h ese p l anni ng b enef i ts c o u l d h el p o r gani sati o ns b etter u nd er stand th e mo v ement o f go o d s al o ng th ei r l o gi i c st s su p p l y c h ai n, anal y se tr end s and r ed u c e i nef f i c i enc i es, mak i ng d el i v ier es b etter p l anned and mo r e ef f i c i ent. T h e p o tenti al sp i l l - o v er ef f ec ts f o r th e b u si ness and th e su p p l y c h ai n asso c i ated w i th i mp r o v ed v i si b i l i ty w er e u nd er sto o d b y i nter v i ew ees: EPCIS could help us understand variability around pick up times and demurrage. If you re getting good, robust data coming through in a timely and accurate fashion, then it could help for analysis down the track If we can safely reduce time at each of those steps, then we can reduce costs and improve service to our customers. The more we can reduce variation, the more predictable we are, the more reliable we are. We get an idea now, but it s a very vague idea of when they re coming to collect freight or when they re coming to drop off freight. That may be something we d be able to work on, which would be of benefit because then we d be able to work out our requirements for the terminal workforce. Are we having a busy period or is it going to be slow? The work flows of when they re going to come into the terminal, the ebbs and flows of how freight s delivered and picked up- that d be the main benefit for us. 6 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

VISIBILITY AND CUSTOMER SERVICE T h e i mp l ementati o n o f E P C I S w as al so i d enti f i ed b y i nter v i ew ees as an i mp o r tan t means to enh anc e c u sto mer ser v i c e, no t j u st f o r th e p r i mar y c u sto mer w h o se go o d s ar e b ei ng sh i p p ed, b u t al so f o r th e w h o l esal e and end c u sto mer s. I n p ar ti c u l ar, v i si b i l i ty w as v i ew ed as p r o v i d i ng th e nec essar y i nf o r mati o n to d el i v er i mp r o v ed c u sto mer ser v i c e. A s o ne o f o u r i nter v i ew ees o b ser v ed : In the end, it s all about the consumer. We focus on giving the best experience to the customer so when they walk into store, the stock is there. V i si b i l i ty al so p r o v i d es a means to r ed u c e th e c o sts asso c i ated w i th ser v i c i ng c u sto mer i nq u i r i es. W ac r o ss th e su p p l y c h ai n b ec o me a c o stl y p r o c ess i nv o l v i ng a nu mb er o f p eo p l e: i th o u t v i si b i l i ty mer, c u isto nq u i r i es We talk to our people, those people talk to their people and those people talk to their people and those people talk to their people. It s ridiculous. If you looked at it, you would kind of go, Huh? How have we got this far with all that? That s what I mean, when we have to have a manual intervention, that s where the cost comes, there s just people everywhere. Mo r e r el i ab l e, r eal - ti me i nf o r mati o n al so p r o v i d es o r gani sat i o ns w i th th e c ap ab i l i ty to ensu r e d el i v er y sc h ed u l es. We may have committed to providing an article on sale on promotion, but if the article and promotion are tied up somewhere, can t get through somewhere, we would be at risk of saying something to our customers that we would not be able to deliver on [Using EPCIS] would allow us to deliver on our promises. Where we say things are going to happen or be in stock, they can be. I n p r o v i d i ng mo r e ac c u r ate i nf o r mati o n to c u sto mer s, th e enh anc ed v i si b i l i ty soas c i ated w i th E P C I S w as al so r ec o gni sed as p o tenti al l y i mp r o v i ng c u sto mer sati sf ac ti o n and, u l ti matel y, c u sto mer r etenti o n. A s o ne i nter v i ew ee no ted : The fact that we ve got information as the event happens, not hours, days or more after the event occurs, gives you the ability to talk to a customer in a really informed way. 7 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

VISIBILITY AND THE WHOLE OF SUPPLY CHAIN PERFORMANCE Mo st i nter v i ew ees r ec o gni sed th at v i si b i l i ty ac r o ss th e su p p l y c h ai n p r o v i d es b enef i ts to th ei r su p p l y c h ai n p ar tner s, as w h el ei l r as o wt n o p er ati o ns. T h e p o tenti al b enef i ts asso c i ated w i th v i si b i l i ty p r o v i d ed b y E P C I S w er e mani f o l d. I mp o r tantl y, v i si b i l i ty i d pes r o tr v ansp o r t c u sto mer s and p r o v i d er s th e c ap ac i ty to easi l y ac c ess r eal ti me i nf o r mati o n as go o d s mo v e f r o m su p p l y c hp ai ar ntner to p ar tner. The value of visibility is different to each person and each role. Throughout the supply chain, most people work in silos and talk to the people on their left and the right. There s obviously some coordination across the whole lot but often the people on the ground doing the fleet controlling don t have the visibility of what s happening upstream. Say if the volumes were increasing by 20% next week because it s coming up to Christmas, they may not have that exposure. That s where visibility potentially might help people to plan their world based on events elsewhere in the supply chain. The value [of EPCIS] is about the ease of access to information to make decisions around delivery of shipments... If that comes about then the whole industry benefits from that efficiency in terms of deliveries on time and in full and having a common denomination around metrics and being supplied with that information in an efficient manner. That s a big win for everyone. G ap s i n v i si b i l i ty i n th e mo v emen t o f go o d s ar e o f ten ti me c o nsu mi ng to tr ac k th r o u gh th i r d p ar ty sy stems, w h i c h i nter v i ew ees i d enti f i ed as th e c o nseq u enc e o f i nc o nsi stent and d i f f er ent w ay s o f r ec o r d i ng su p p l y c h ai n ev ents. One of the things that is never the same is the latent or legacy systems that all of the individual participants use for getting information in real time For example our supply chain in far North Queensland uses at least four alternate providers so there s four sets of data that need to be updated from most likely four ERPs [Enterprise Resource Planning business management software programs] so that s where the complexity comes in, so it s not about the system, it s about getting real and right data into it. F o r tr ansp o r t o p er ato r s, th e b enef i t o f ac c ess to r eal - ti me i nf o r mati o n ex tend ed to th e ab i l i ty to mak e b etter i nf o r med d ec i si o ns. It makes it easier for us to transfer data, hence we are more likely to be able to get a greater volume of better quality data about what s happening in our supply chain. The standard itself doesn t improve [performance] but the things that we are able to build using the standard can provide better information to all of the players in the supply chain. Mo v i ng b ey o nd th e b enef i ts to i nd i v i d u al o r gani sati o ns, gr eater v i si b i l i ty ac r o ss th e w h o l e o f th e su p p l y c h ai n w as r ep o r ted to b u i l d u nd er stand i ng o f th e need s and c h al l enges f ac ed b y su p p l y c h ai n p ar tner s, b o th - ustrp eam and d o w - nstr eam. I n d o i ng so, th e E P C I S stand ar d c o u l d i mp r o v e ef f i c i enc y ac r o ss th e su p p l y c h ai n b y f ac i l i tati ng c o l l ab o r ati o n amo ng p ar tner s and an aw ar eness o f th ei r i nter c o nnec ti o n. B o nni e R y an, th e I nd u str y Manager o f T r ad e and T r ansp o r t at G S A1 u str al i a emp h asi sed : It s not just what do I do in this supply chain but really how do I affect this supply chain... unless you understand what s happening downstream and upstream in your supply chain you could be thinking that you re doing a really good job but actually really causing an adverse action for someone else in the supply chain. I n c r eati ng a c o mmo n ap p r o ac h to r ec o r d i ng su p p l y c h ai n ev ents, th e E P C I S stand ar d w as v i ew ed as p o tenti al l y p r o v i d i ng si gni f i c ant c o st r ed u c ti o ns and i nc r eased ef f i c i enc y. T h e v i si b i l i ty gai ned f r o m th e i mp l ementati o n o f E P C I S w as i d enti f i ed b y th e stu d y c ip p ar ants ti as p o tenti al l y h av ng i si gni f i c ant i mp ac t o n th e o v er al l p er f o r manc e and p r o d u c ti v i ty o f th e l o gi sti c s i nd u str y, b y enh anc i ng su p p l y c h ai n management p r o c esses and i nc r easi ng p r o d u c ti v i ty. V i si b i l i ty ac r o ss th e l o gi sti c s su p p l y c h ai n may ai d p l anni ng, f ac i l i tati th ng e c ap tu r eo f d ata f r o m d i f f er ent so u r c es i n a mo r e ef f i c i ent and ac c essi b l e w ay to sav e ti me and l o w er ad mi ni str ati o n c o sts. B y p r o v i dmo i ng r e ti mel y d el i v er y i nf o r mati o n, th ese i mp r o v ements i n p l anni ng and mo r e u- to p - d ate d ata may i n tu r n i mp r o v e c u sto mer sati sfti ac o n and r etenti o n. 8 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

BARRIERS TO IMPLEMENTATION Co-ordination across Supply Chain Partners A l th o u gh al l i nter v i ew ees w er e ab l e to i d enti f y th e b r o ad r ange o f b enef i ts, many al so str essed th e need f o r a w h o l e o f l o gi sti c s ap p r o ac h to i mp l ementati o n o f E P C I S and a l ev el o f c o l l ab o r ati o n and c o - o r d i nati o n amo ng su p p l y c h ai n p ar tner s to r eal i se th ese p o tenti al gai ns. A s o ne i nter v i ew ee no ted : Transport providers and transport users in Australia face the problem that there aren t existing standards. So if we want to interact with any of our transport provider partners, we have to go through a number of steps, including agreeing on transactional protocol standards, as well as defining the events that make sense and the data that we want to have recorded against those standards. The idea of being able to have a largely pre-agreed, common standard across a large slab of the Australian transport market is attractive to us. I mp l ementati o n c o u l d, h o w ev er, b e c h al l engi ng f o r a nu mb er o f r easo ns. F i r st, mo st i nter ewv i ees saw th ei r o w n c ap ac i ty to c h ange th e b eh av i o u r o f o th er su p p l y c h ai n p ar tner s as l i mi ted. T h i s w as l ar gel y d ep end ent o n th ei r c ap ac i ty to i nf l u enc e d i r ec t suc hp ai p ln y r el ati o nsh i p s as a c l i ent: We really only have leverage on the next [supply chain partner] down, on the one who directly trades with us. T h e ab senc e o f any f l o w- o n ef f ec ts w h er e su c h i nno v ati o ns w er e i ntr o d u c ed w as ex p r essed b y o ne p ar ti c i p ant: I never want to see a supply chain participant doing something for us in a proprietary way that they re not doing for everyone else. Everyone should be using one approach Innovators have a responsibility to create standards and drive those operational changes through the use of their own systems to reduce cost across the board. Competition among Supply Chain Partners F u l l i mp l ementati o n o f a stand ar d su c h as E P C I S r eq u i r es a d egr ee o f c o l l ab o r ati o n amo ng no - ntr ad i ng p ar tner s. T h e c o nc er n th at su p p l y c h ai n p ar tner s may b e u nw i l l i ng to c h ange th ei r sy stems to ac h i ev e th i s o u tc o me, h o w ev er, w as o ed ec thh r o u gh o u t th e i nter v i ew s, as th ese r ep r esentati v e q u o tes i nd i c ate: Everyone wants an integrated system as long as it s theirs all the major transport companies have their own systems that they want to use so getting a standard would be difficult. In the past we ve understood that the transport providers have, to some extent, seen their specialist capability to do whatever their customer asks as one of the ways they can, to some extent, lock customers in to them. A nu mb er o f i nter v i ew ees al so o b ser v ed th at i mp l ementati o n o f an i ntegr ated sy stem p r o v i d i ng v i si b i l i ty w o u l d r eq u i -r e o p c er o ati o n amo ng o r gani sati o ns th at o f ten c o mp ete i n th e same mar k ets: Within the transport industry, it s a very competitive industry with tight [profit] margins. When companies are trying to attract customers, it s the things that differentiate you from other carriers that will win you the work, such as the visibility aspect. B o th th ese f ac to r s h i gh l i gh ted c o nc er ns th at a c o mmo n stand ar d c o u l d i mp i nge o n p r o p r i eto r i al sy stems th at c o ntr i b u te to c o mp eti ti v e ad v antage. H o w ev er, many i nter v i ew ees saw th at th e E P C I S stand ar d p r o v i d ed mec h ani sms to enab l e th - ex e c i ostenc e o f a u ni v er sal stand ar d f o r r ec o r d i ng su p p l y c h ai n ev ents and enab l i ng i nd i v i d u al o r gani sati o ns to c o nti nu e emp to l o y th ei r o w n tr ac k i ng sy stems and c u sto mer management sy stems to d el i v er su p er i o r ser v i c e. The hardest one to do is the first one, where you actually take the standard and translate the standard to what it means to you in your business. Once you ve done the first one, if everyone else is working to the standard, you ve done the hard work. That means the cost of doing business is a lot easier. H av i ng stand ar d s c o mp l i ant sy stems ac r o ss th e i nd u str y w o u l d al so enab l e tr ansp o r t o p er ato r s to attr ac t new u stoc mer s and i ntegr ate w i th th em mo r e easi l y. S o me i nter v i ew ees emp h asi sed th e p o tenti al b enef i ts th at th e ad o p ti o n o f an i nter nati o nal stand ar d su c h Eas P C I S sh o u l d o u tw ei gh any c o nc er ns r egar d i ng c o mp eti ti v e ad v antage gai ned b y u si ng c l o sed p r o p r i eto syr i stems al to ser v i c e c u sto mer s. A s o ne i nter v i ew ee ex p l ai ned : These businesses are often built around proprietary information flows. Some of the people who work there get it and others see it as a risk to their business. That creates a challenge. Fundamentally, I think they do see standards like EPCIS as enabling them to take on new customers rapidly and to have those information flows been done at low cost. The challenge is that they ve been providing that information to their customers for a long time in a proprietary way and if they head down a non-proprietary way they see that as something that might put their business at risk In our view, businesses that have been doing this have been doing it because they re customer focused, so if they remain customer-focused, there shouldn t be any risk to their business. 9 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

S i mi l ar l y, i t w as no ted th at th e d ep l o y ment o f th e E P C I S stand ar d sh o u l d y i el d i mp r o v ed c u sto mer ser v i c e at i nc r easi ngl y r cl oo wsts e as mo r e su p p l y c h ai n p ar tner s ad o p ted th e stand ar d. Data Security Being a standard, once you ve developed [systems using EPCIS] once, we can offer that to our next customer as a value add with minimal additional effort. A si gni f i c ant c h al l enge i d enti f i ed b y so me i nter v i ew ees c o nc er ned th e sec u r i ty o f ev ent i nf o r mati d oata n and h o w th i s c o u l d b e mai ntai ned ac r o ss su p p l y c h ai n p ar tner s. Because there s so many different partners involved in the supply chain and a lot of companies will be involved in more than one supply chain there needs to be a security layer involved with EPCIS so when we put an event up we don t want our competitors to see what our trucks are doing and what sort of volumes we re doing, which they could potentially infer by the events that we put up, but also one customer may not want another customer to know what we ve moved for them. G ener al l y, d ata sec u r i ty w as no t seen to b e an i nsu r mo u ntab l e i ssu e, w i th i nter v i ew ees w h o r ai sed th i s c o nc er n i nd i c ati t dng ata th a sec u r i ty h ad b ec o me an i nc r easi ngl y i mp o r tant i ssu e mo r e gener al l y f o r th e i ntegr i ty o f d ata management sy stems. I mp l ementati o n o f th e E P C I S stand ar d th er ef o r e w o u l d i nv o l v e a sy stemati c r ev i ew o f d ata sec u r i ty ar r angements and p r o v i si o ns emb ed d ed w i th i n d ata management sy stems i n any c ase. Differential organisational capabilities among supply chain partners A maj o r c o nc er n w i th ex i sti ng tr ac k i ng sy stems c o nc er ned th e r eq u i r ements su c h sy stems mi gh t i mp o se o n smal l er tr ansp o r t pi dr oer vs, p ar ti c u l ar l y w h er e th ey o p er ate ac r o ss d i f f er ent su p p l y c h ai ns th at r el y u p o n d i f f er ent d ata management and tr ac k i ng sy stems. A nu mb er o f i nter v i ew ees h i gh l i gh ted th e p o tenti al b enef i ts o f th e i nd u str - wy i d e d ep l o y ment o f a c o mmo n stand ar d f o r r ec o r d i ng su p p l y c h ai n ev ents. I nd eed, i nter v i ew ees su ggested th at d o i ng so w o u l d enab l e smal l er o p er ato r s to p r o v c i ud esto mer s w i th gr eater v i si b i l i ty th an i s c u r r entl y av ai l ab l e. O ne i nter v i ew ee, f o r ex amp l e, no ted th at: Even the very large transport and logistics providers in Australia are dependent on the small owner-operator in many areas of transport. The large providers, even though they go to many locations, don t serve the whole of Australia. So, EPCIS provides them direct benefits with those small transport providers because they can integrate with them. N o neth el ess, smal l er o p er ato r s p r esent o ngo i ng p r o b l ems f o r d i f f u si ng a stand ar d i sed sy stem f o r d ata c ap tu r e and tr ac k i ng gi v en many sti l l r el i ed u p o n l o w- tec h sy stems f o r managi ng th ei r o w n o p er ati o ns. A s o ne i nter v i ew ee no ted : Even though our major customers would use [existing online tracking systems], there s still a lot of small companies that sometimes don t even have a computer one man operations that ring up or fax in if it is off track, we ll communicate verbally with either a phone call or fax. 10 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

LEADERSHIP AND THE MANAGEMENT OF INNOVATION IN SUPPLY CHAIN OPERATIONS The interview evidence and the learning experiences drawn from the pilot program demonstrate what has more broadly been shown in operations research on the associated returns of greater integration of supply chain operations across supply chain partners. This line of research has generally shown that the performance of a supply chain will be driven in particular by the extent to which technology and supply chain systems across partners are integrated. 3 The introduction of an international standard such as EPCIS to improve visibility in the flow of goods between supply chain partners is one such means by which this integration can drive better performance. 4 Yet, these barriers and challenges associated with implementing the EPCIS standard indicate that there are many factors likely to work against supply chain partners effectively realising the benefits associated with integration. As the discussion so far as indicated, interviewees were also cognizant of this likely tension between identifying the benefits associated with visibility and achieving this potential through effective implementation. As one interviewee noted: it s a win for all everyone needs to come together to achieve the outcome- we can t do it ourselves and neither can our carriers A number of interviewees also suggested that particular organisations have the capacity to take a leadership role in diffusing new supply chain management practices: A lot of these new systems are driven by the person who s holding the cheque book, because we re doing it at the request of [our customer], it would largely depend on them. In particular, a number of interviewees also identified the critical role of senior individuals within organisations in driving this diffusion process: Senior people in leading industry firms have to [take a leadership role] because they re the ones that can enable it in their systems, in their businesses. Other interviewees also highlighted the critical role of industry-level stakeholders: Firstly, it s at industry level, ensuring the successful outcomes of the pilots from the three supply chains involved and making that visible across the industry, with the strength that GS1 Australia and ALC have... all that working together would allow everyone to be coming to that implementation. The critical role of leadership in driving supply chain performance has been recently highlighted by international research conducted by Deloitte consulting group. 5 Drawing on findings from a global survey of businesses, they find strong support for the proposition that supply chain innovation is an important driver of supply chain performance. Moreover, the data suggest that a key determinant of supply chain innovation is recognition of logistics and supply chain management as a key strategic capability within the organisation. This in turn is shown to be related to presence of deeper talent pools in logistics and supply chain management at an operational level. Whilst this study does not test these relationships, the experiences with supply chain management more generally reported by interviewees, and their experiences with pilot program, support these conclusions. 3 See, for Example: Markham T. Frohlich And Roy Westbrook 2001. Arcs Of Integration: An International Study Of Supply Chain Strategies. Journal Of Operations Management, 199(2): 185-200. 4 See, for example, Paul A. Bartlett, Denyse M. Julien, and Tim S. Baines. 2007. Improving supply chain performance through improved visibility. The International Journal of Logistics Management, 18(2): 294-313. 5 Deloitte Consulting Group. 2014. Supply chain leadership: Distinctive approaches to innovation, collaboration, and talent alignment. Available at: <http://www2.deloitte.com/content/dam/deloitte/us/documents/process-andoperations/us-cons-supply-chain-leadership-report-040914.pdf>. 11 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

r ENHANCING VISIBILITY THROUGH INNOVATION KEY LESSONS I n an i nc r easi ngl y c o mp eti ti v e env i r o nment, ensu r i ng th at nvi estments i n new tec h no l o gy and o r gani sati o nal sy stems y i el d a r etu r n o n i nv estment i s a c r i ti c al c o nc er n f o r i nd u str y. W h er e th e r etu r n o n i nv estment i n new sy stems i s d ep end ent o n h o w o th er s ss acyr oo u r su p p l y c h ai n tak e u p su c h p r ac ti c es, mak i ng th e b u si ness c ase c an p r esent a maj o r c h al l enge. T h e ev i d enc e f r o m th i s p i l o t p r o gr am i nd i c ates th at i nv esti ng i n sy stems th at i mp r o v e v i si b i l i ty th r o u gh o u t a su p p l y c fh er ai n l aro ge f p o tenti al b enef i ts f o r su p p l y c h ai n p ar tner s. H o w ev er, to r eal i se th ese b enef i ts r eq u i r es su p p l y c h ai n p ar tner s to c ar ef u l l y p l an f o r i mp l ementati o n. O u r i nter v i ew s su ggest th at w e c an sy nth esi se th e k ey el ements r eq u i r ed to d o so i nto a nu mb er o f ac ti o l nab essol ens. 1 Know your own business case for investing in improved visibility C l ear l y d ef i ne y o u r o w n b u si ness o b j ec ti v es f o r i mp r o v i ng v i si b i l i ty ac r o ss th e su p p l y c h ai n, w h i c h may b e any mi x o f a nu mb e o f b enef i ts: r ed u c i ng su p p l y c h ai n management c o sts; r ed u c i ng w astage/ sp o i l age; i mp r o v i ng - o c r od i nati o n, p l anni ng and r eso u r c e u ti l i sati o n; r emo v i ng i nef f i c i ent sy stems f o r managi ng c u sto mer i nq u i r i es; i mp r o v i ng c u sto mer r esp o nsi v eness and sati sf ac ti o n. U nd er stand th e l i k el y c o sts th at y o u r b u si ness w i l l i nc u r as p ar t o f p l anni ng and i mp l ementi ng E P C I S. I d enti f y th e str ategi c v lau e o f b u i l d i ng B 2B r el ati o nsh i p s th r o u gh su p p l y c h ai n v i si b i l i ty and p er f o r manc e. 2 Create your own capabilities to manage change U nd er stand th e tec h ni c al l and sc ap e o f y o u r su p p l y c h ai n, p ar ti c u l ar l y th e ex i sti ng b u i l d i ng b l o c k s su c h as b ar c o d i ng, sc g, anni n el ec tr o ni c message ex c h ange, and enter p r i se sy stems. D ev el o p y o u r c ap ab i l i ty to i nno v ate th r o u gh p l anni ng, p i l o ti ng and measu r i ng th e i mp ac t o f enh anc ed v i si b i l i ty o n su p p n l y c h ai p er f o r manc e and ar eas f o r f u tu r e i mp r o v ement. B e p r ep ar ed to i nv est i n th esk i l l s and k no w - h o w o f y o u r su p p l y c h ai n team. 3 Understand your supply chain partners downstream and upstream T h e b enef i ts o f enh anc ed v i si b i l i ty w i l l v ar y gr eatl y amo ng y o u r su p p l y c h ai n p ar tner s and may no t al w ay s b e so o b v i o u s. B e p r ep ar ed to w o r k w th i th em to i d enti f y h o w i mp r o v ed v i si b i l i ty c an h el p th ei r o w n o r gani sati o nal and str ategi c go al s. L ev er agi ng th e b enef i ts o f enh anc ed v i si b i l i ty r eq u i r es o r gani sati o ns to tak e th i s ap p r o ac h b ey o nd th ei r i mmed i ate u p str eam nd a d o w nstr eam su p p l y c h ai n r el ti ao nsh i p s. A i m to ac h i ev e v al u e f o r al l stak eh o l d er s. L o o k to w ay s i n w h i c h y o u c an sep ar ate th e i nev i tab l e i nc enti v e to c o mp ete w i th th e b enef i ts o f c o l l ab o r ati o n. U nd er stand th e r ead i ness/ w i l l i ngness o f su p p l y c h ai n p ar tner s to c o l l ab o r ate and b ar r i er to s emb r ac i ng i nno v ati o n and c h ange. 4 Don t ignore the invisible arc of integration T h e b enef i ts o f enh anc ed v i si b i l i ty ar e no t si mp l y ac h i ev ed th r o u gh i mp l ementi ng b etter tec h no l o gy o r th e E P C I S stand ar d. st J u as i mp o r tant i s th e ab i l i ty to mo r e ef f ec tiv el y manage ac r o ss o r gani sati o nal b o u nd ar i es to ensu r e c o nnec ti v i ty and i nf o r mati o n f l o w s. E nc o u r age c r o ss- f u nc ti o nal c o l l ab o r ati o n w i th i n and b etw een o r gani sati o ns. E nc o u r age teamw o r k b etw een c u sto mer ser v i c e, sal es, I T and l o gi sti c s to f ac i l i tate th e c ap tu r e o f d ata and sh ar e th e b enef i ts o f th e ev ents i nf o r mati o n th r o u gh o u t th e o r gani sati o n, as w el l as b etw een su p p l y c h ai n p ar tner s. 5 The importance of leadership E mp o w er str ategi c su p p l y c h ai n l ead er sh i p b y sec u r i ng seni o r ex ec u ti v e sp o nso r sh i p and o su r t f po pr th e v al u e o f i mp r o v ed c o nnec ti v i ty and i nf o r mati o n f l o w s th r o u gh v i si b i l i ty to th e o r gani sati o n. B e p r ep ar ed to tak e a w h o l e o f su p p l y c h ange p er sp ec ti v e to enab l e su p p o r t f o r c h ange and c h amp i o n i nno v ati o n. 12 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

CONCLUSION I n i nc r easi ngl y c o mp l ex and gl o b al i sed su p p l y c h ai ns, mai ntai ni ng v i si b i l i ty i s th e k ey to av o i d i ng d i sr u p ti o ns, mi ni mi si ng c o sts and ensu r i ng c u sto mer sati sf ac ti o n. L ead er s ac r o ss th e tr ansp o r t and l o gi sti c s i nd u str y ar e seek i ng i nno v ati v e and str ategi c w to ayp so si ti o n th emsel v es f o r th e f u tu r e b y b u i l d i ng th ei r i nter c o nnec ti v i ty ac r o ss th e end to end l o gi sti c s su p p l y c h ai n. T h i s stu d y f o l l o w ed th e o p er ati o n o f a p r o o f o f c o nc ep t o f th e E P C I S stand ar d, a new - il ntr y o d u c ed stand ar d th at i s o ne o f o nl y a f ew p r o d u c ti o n stand ar d s gl o b al l y, u np r ec ed ented i n i ts c o v er age o f an end - to - end o p en su p p l y c h ai n. T h e p i l o t d emo nstr ated th e p o tenti al str ength s o f h av i ng a c o mmo n stand ar d f o r ev ents r ep o r ti ng amo ng su p p l y c h ai n p ar tner s, i nc l u d i ng i mp r o v ed ef f i c i enc y, p l anni ng and c u sto mer ser vi c e. A t th e same ti me, th e p i l o t h i gh l i gh ted th e need f o r a w h o l e o f i nd u str y ap p r o ac h to ad o p ti o n i n o r d er to ad d r ess th e c h al l enges o f c o o p er ati o n amo ng tr ad i ng and no n- tr ad i ng p ar tner s, d i f f er ent tec h no l o gi c al c ap ab i l i ti es ac r o ss th e l o gi sti c s i nd u str y, and i nd u str y c o nc er ns ab o u t d ata sec u r i ty. T o so me, th e E P C I S stand ar d r ep r esents a p o tenti al l y d i sr u p ti v e tec h no l o gy d ev el o fpo ment r th e tr ansp o r t and l o gi sti c s i nd u str y. T h r o u gh p i l o ti ng and c h amp i o ni ng th i s stand ar d, o r gani sati o ns ar e ab l e to b u i l d ei thr i nno v ati v e c ap ab i l i ty and k eep p ac e w i th th e d emand s o f ef f i c i ent su p p l y c h ai n management. 13 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

APPENDIX List of Interviewees O r gani sati o n T i tl e N ame GS1 Australia I nd u str y Manager - T r ad e & T r ansp o r t B o nni e R y an P r o j ec t L ead - T r ad e & T r ansp o r t I an V ey si e Nestle B 2B and S u p p l y C h ai n T ec h no l o gy Manager Mand eep S o d h i OneSteel The Reject Shop N ati o nal F r ei gh t and L o gi sti c s Manager ec o mmer c e Manager I T B u si ness P ar tner C h i ef I nf o r mati o n O f f i c er I T C o mmer c i al Manager D av i d K el l y D av i d Mc N ei l R o nal d E l sl ey D ar r en O C o nno r N i c k B u sy K&S Freighters B u si ness A nal y st R o b S i mp so n Pacific National B u si ness S y stems C o o r d i nato r G eo f f r ey Mc A nu l ty 14 LEADING TECHNOLOGICAL INNOVATION AND PRODUCTIVITY IMPROVEMENT ACROSS THE SUPPLY CHAIN

CONTACT US facebook.com/leadingatwork @LeadingAtWork Centre for Workplace Leadership Level 6, 198 Berkeley Street University of Melbourne Carlton, Victoria, 3010, Australia T +61 3 9035 5559 E info@workplaceleadership.com.au www.workplaceleadership.com.au Knowledge that works.