RESERVED FOR Rey Writer Only
l infox has been busy over the past two
years on an ambitious project to integrate
its transport, distribution and logistics
planning and management systems.
The result has been a much clearer picture
of its daily logistics and delivery schedules and
how these contribute to profitability, set increas-
ingly in a longer-term context of logistics and
distribution needs and opportunities.
At the centre is Linfox’s automated transport
planning and execution system, called OptiFox.
Integrating with it is ORTEC’s transportation and
distribution systems (ORTEC TD).
And by integrating these different aspects of
its service operations, Linfox is more flexible and
responsive in its planning, and better equipped
to roll out solutions in Asia.
Both are important elements for Linfox as
it gears up for a new phase of expansion in
Australia and Asia. The advanced planning
techniques it now u with ORTEC TD are being
used in planning tasks for some existing oper-
ations, and also as a pilot for future customer
planning projects.
In Australia, Linfox is also working with the
Load Designer module on new planning algo-
rithms for B-doubles as a solution for the entire
Australian logistics sector.
“The argument was always strong for taking
stuff out of people’s heads and placing it on a
computer system,” says Matt Gibson, Linfox
manager transport design.
“It can provide more stability and efficiency,
because while humans have the ability, built
on experience, of almost instinctively reacting
to planning challenges, they also tend to
ignore uncomfortable or unfamiliar situations.
Computers are more dispassionate! They can
alert planners to conflicts in a way that produc-
tively challenges individuals’ preconceptions, and
of course, best practice is slowly accumulated as
the combination of proven routes and individual
planners’ expertise become systematised.
Linfox made its choice following a worldwide
search against a detailed procurement speci-
fication. Two important factors in the procure-
ment process were to check that features were
available for future use (the solution had to have
a large amount of future functionality in it) and
be compatible with SAP Transport Management
(SAP TM) capability.
The integration project began in May 2010.
The original scope was for deliveries to stores
from seven retail distribution centres in NSW
and Victoria, covering fresh foods, groceries,
liquor and frozen goods.
The initial roll-out was between March and May
2011, and the integrated system has been refined
and has evolved over the intervening 18 months.
One such evolution has been a change in
scope, “a sign of the times,” according to Matt
Gibson. “One aspect of an integrated approach
is that it needs to accommodate ever-changing
service levels and needs from our customers.
Having an integrated view helps us see the
consequences and opportunities associated with
changes to fleets, volumes and stores. Changing
one of the variables always affects others. That
picture is now in much sharper focus.”
managing the detail, creating the bigger picture Linfox has a team of logistics planners across
NSW and Victoria for retail operations, who
produce daily delivery plans.
Routes are generated and then constrained
by the Linfox planners to accommodate and
reflect the realities of fleet types, vehicle
availability, store types, delivery zones and
product compatibility.
The planners are supported in turn by a
planning capability team which designed and
supports the current implementation and which
is working on future versions.
InTEgRATED pLAnnIng AT LInfOx
MHD SUPPLY CHAIN SOLUTIONS — JULY / AUgUST 2013
s u P P ly C H A i N68
69
“One of the reasons this system was chosen
was for its enterprise capabilities,” explains
Matt Gibson. “We plan to use it as an integrated
operational planning tool. Currently it is highly
integrated in the retail environment with our
in-house developed execution and visibility tools.
It is also integrated with our forecasting system.
Trip plans are exported to our transport manage-
ment systems for execution by DC operators, who
update actual order information and fleet details.
“This integration is essential to how Linfox
engages with our customers,” adds Matt
Gibson. “Clearly, our customers expect on-time
delivery at the best possible contract rate with
the minimum amount of disruption or delay.
We have to balance all of these requirements
with our own resourcing, cost management and
service delivery commitments.
“The system we have now can handle the
complexities of our fleet assets across many
types of business. Yet each planner only needs a
single screen and because the software is a com-
pany-wide multi-user planning system, it can be
accessed anywhere, with planners able to see all
the data relating to access, orders and drivers.”
But customers and Linfox also seek new
ways to work together into the future. “We
have expertise and the benefits of scale and
resource aggregation that we can offer our
customers. To do that, we need good planning
systems for next week, accurate forecasting
for the future, and systems that are flexible
enough to manage today’s details and tomor-
row’s new opportunities, which we now have.”
introducing flexibility, successfully managing it Linfox uses the integrated system in one of its
retail contracts, and on new projects now in
planning and implementation.
These include Linfox’s linehaul business
(which specialises in interstate transport across
Australia, combining road, rail and sea modes),
fuels planning, and FMCG delivery in other parts
of Australia and in Asia.
Both ORTEC TD and Load Designer sit as part
of the Linfox Transport System, which has SAP
TM as its backbone, for planning and manage-
ment of customer orders across the complete
logistics cycle.
“In logistics, distribution and transportation
planning, there is never a moment when you
can see, ‘that’s it’, we’re there!’”, says Matt
Gibson. “So the flexibility of the solution is para-
mount and we saw that in the initial implemen-
tation. It was a complex process involving many
parties, multiple DC, complex integration across
a number of systems, and the requirement to
change the systems we already had, all the time
continuing to run our business and meet our
customers’ expectations.
“The way through this was to get early oper-
ational involvement in the system’s design and
build, and to bring in the expert planners who
had the close relationships with the operations
and who understood the delivery network. And
this is the approach we continue to use as we
integrate more of our operations.
“We see this two-year integration process very
much as just the start of a long and productive
development path.”
© 2
01 3
K P
M G
, a n
A us
tr al
ia n
pa rt
ne rs
hi p.
A ll
rig ht
s re
se rv
ed . A
pr il
20 13
. N S
W N
10 91
2A D
V
Unlock the value of your supply chain Driving rapid and sustainable cost optimisation
across your supply chain is especially relevant in today’s challenging market place.
For more than 20 years, KPMG’s team of professionals have been delivering insightful views of
cost efficiency, uncovering improvement opportunities to enhance supply chain performance.
To find out how KPMG can help you transform your supply chain, talk to us today.
Peter Griffiths Lead Partner Supply Chain
Managing Consulting T: +61 3 9288 5319
M: +61 412 182 123
kpmg.com.au
MHD SUPPLY CHAIN SOLUTIONS — JULY / AUgUST 2013
s u P P ly C H A i N 69
Copyright of MHD Supply Chain Solutions is the property of Intermedia Group Pty Ltd and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.