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Executive Recruitment

2011 CAREER AND SALARY GUIDE || Career Trends

Supply chain hiring trends in Australia remain stronger than other Western economies, but we still lag behind Asia when it comes to acquiring and holding on to the best talent, writes Anna Game-Lopata

AS THE saying goes, a company is only as good as its people, so it stands to reason the health of the economy can be measured by hiring trends

in key industries. Supply chain, the backbone of every market, is currently looking buoyant in Australia.

Global recruitment firm Logistics Executive Recruitment’s 2011-12 Employment Market Survey, released exclusively to SupplyChain Review, finds most businesses have experienced growth over the last 12 months. With national and global trade expected to steadily increase, the outlook is bright.

According to the annual survey, 80 percent of employers expect staff levels to either remain the same or increase in the coming year.

“This suggests demand for talent in vital roles will be at least as high or [higher] in the coming 12 months compared to the past year,” says Logistics Executive Recruitment CEO Kim Winter.

Meanwhile, 64 percent of executives, representing mainly third and fourth party logistics providers, distributors, fast moving consumer goods companies (FMCG) and manufacturers, report greater difficulties employing quality talent in key positions. Only 7 percent say attracting and acquiring talent to meet current and future demand has become easier.

“Australians are prepared to move long distances for the right

role once their key considerations are met.”

“These results support other strong evidence that our industry continues to suffer from significant skills shortages across many positions,” Winter says.

The survey reveals roles executives most recently had trouble filling include logistics and transport, supply chain, distribution and warehousing, a pattern unchanged from last year’s survey.

“The high demand and low supply for these roles is the result of ongoing pull factors at play due to the massive requirements of the energy and resources market,” Winter says. “Secondly most organisations are facing considerable pressure to up skill and optimise business performance.”

Despite their difficulties, Australian employers are the least likely of all the 82 countries surveyed to recruit offshore. There was a slight increase in the number of respondents who say they would consider recruiting from overseas in roles where skill shortages exist.

“This year 62 percent indicate international candidates would definitely be an option compared with last year’s figure of 56 percent. As in prior years, executives see the main constraints to the employment of overseas people as visa issues, lack of cultural fit and language difficulties.”

By comparison, over 70 percent of overseas based respondents say they will consider recruiting from overseas.

Worryingly, this year’s Supply Chain and Logistics Employment Market Survey reveals Asia leads Australia in virtually all key indicators of hiring intentions from and qualitative and quantitative perspective.

“This is a direct result of the continued strength of Asian economies as not only traditional bastions such as China, India and Singapore continue to lead world growth stats but this trend now also includes countries such as Indonesia and Vietnam,” Winter says.

This is no time for Australian employers to ignore the availability and value of an international talent pool.

“In a talent short, highly dynamic and competitive environment, employers need to be open to a much wider source of skills that could contribute value to the organisation,” Winter warns.

Along with productivity and customer satisfaction, retaining employees figures high on the list of significant challenges CEO’s believe their businesses face — a change from previous years.

“In the past, talent attraction has been slightly more of a focus than retention. This suggests companies are deliberately looking inward to protect human assets,”Winter says.

“Having witnessed the fallout and cost to the organisation of losing key team members, C-level executives are beginning to understand the true value of retaining them. Seeking a replacement simply causes too much of a distraction from core tasks.”

While retention, training and leadership development are the top ranked challenges for recruiters, the survey shows Australian companies are still lacking strategies to properly address these issues. For example, only 67 percent say their company engage formal, standard ‘on-boarding’ processes, the name given to induction policies to welcome and help new staff settle in, develop goals and ‘get on board’.

“This is a poor result compared to significantly higher levels of formal on-boarding across the other key regions such as Asia and the Middle East,” Winter says.

Also, just 62 percent say leadership gaps are systematically identified in their company, the same figure as last year.

“Given that leadership development is in the top three issues earmarked for attention next year, this result seems too low. We believe this identifies an area of real concern for companies.”

“Organisations often make the mistake of realigning business strategy and operations without redeploying, recruiting or exiting talent across vital elements of the organisation. This can have a direct negative impact on the execution of critical initiatives.”

Given last year’s survey revealed a large disconnect between management and HR, Winter says it’s encouraging to see 90 percent designate

the relationship essential this year. However just 66 percent feel HR is sufficiently aligned to business outcomes, down slightly on last year. When asked if their organisation supported HR adequately respondents advised this is the case only 67 percent of the time — well down from 81 percent in 2010.

“This suggests that the HR function still remains undervalued in many organisations,” Winter says. “Possibly the true value of HR is either under utilised or not fully understood by many senior executives.”

The survey finds 69 percent of those responsible for recruitment think staff turnover in their

Data suplied by Logistics Executive Recruitment

46 | SupplyChain Review || October 2011 Proudly supported by Linde Proudly supported by Logistics Executive Recruitment

2011 CAREER AND SALARY GUIDE ||

companies isn’t too high. Forty-four percent say it is generally 5 percent or less.

Winter disagrees. “Our experience over the last year leads us to

believe these figures may be understated,” he says. “Only a small percentage of those surveyed were involved in recruitment and many executives indicate a reluctance to move positions during turbulent economic times.”

Surprisingly, executives surveyed complain of significant recruitment difficulties on the one hand, yet just 10 percent say skills shortages are impacting their business to a ‘high or critical’ degree. Just over 46 percent says skills shortages have impacted their business ‘to some degree’ whereas last year this figure was just over 50 percent.

“Our view is that most organisations are yet to fully understand the impact of skills shortages on their organisations,” Winter says. “Many executives attribute poor business results to external competition or internal operational factors, overlooking the fact that people are the resource that makes the decisions most likely to determine performance.”

As in previous years respondents this year believe it takes slightly longer to recruit today than two

years ago. Currently the bulk of respondents fall in the range 21-35 days whereas they believe two years ago it ranged from 16-30 days. A whopping 90 percent of employers say salary benchmarking is important to them, a rise on 85 percent in 2010. But employees still maintain money isn’t always the key factor attracting them to roles and keeping them there.

“Our employment market surveys over several years show the desire for career advancement is ahead of remuneration as the main reason people join companies,” Winter says. “‘Cultural fit’ with a company and ‘company values’ figure as primary reasons for both joining and leaving.

“As Generation X and Y populate executive ranks they are asserting their preference for work environments that cater to their personal and social needs,” Winter adds. “Worker friendly workplaces can now include crèches, gymnasiums, flexible work hours and free meals. Collaborative leadership and management styles along with an emphasis on corporate social responsibility (CSR) are also ranked highly by younger generations.”

To prove the point, over 70 percent of organisations surveyed say they have a CSR program, motivated by a desire to benefit society. “Respondents underline that CSR creates a strong public image in the community, however only 29 percent measure ROI around it,” Winter says.

Even when considering re-locating for work the survey shows career development before salary as a key consideration, followed by lifestyle advantages.

“Australians are prepared to move long distances for the right role once their key considerations are met,” Winter says. “Twenty-nine percent have moved interstate and 25 percent have moved internationally. Seventy-eight percent say they would consider relocating again in the future.

“That’s a strong message for employers, suggesting interstate talent can be acquired if the employment proposition is pitched around career development, salary, life style and family.”

The survey shows the majority (73 percent) of salary increases in the last year were in the range of up to 5 percent.

“Seventy-six percent of respondents anticipate a pay rise which corresponds fairly well with the 73 [percent] that achieved one,” Winter says.

“Ensuring the organisation has the appropriate design to meet business plans will be important this year,” Winter predicts. “There is a growing trend for businesses to adopt mapping projects that create visibility on available talent across the wider market before recruiting from a local or known pool of candidates. Attracting and acquiring new talent is a constant challenge but also represents the opportunity to inject vital new expertise into the business.” ||

Data suplied by Logistics Executive Recruitment

Career Trends



2011 CAREER AND SALARY GUIDE || Tracey Lines

2011 CILT Young Professional of the Year Award winner Tracey Lines aspires to implement world’s best practice into Australian

supply chains. Anna Game-Lopata reports

the opportunity to work in disciplines “likely to contribute to improved management in the mining, maritime transport and logistics industries” among others.

Since then, Lines has been promoted three times at the Port of Townsville where she currently holds the position of Manager Client Services and Trade. Lines describes her responsibilities as including the management and engagement of existing clients, the attraction of potential new clients, the provision of supply chain solutions to facilitate business and the forecasting of future growth in trade.

DYNAMOSUPPLY CHAIN

WHEN I first meet her, Tracey Lines’ soft girlish voice belies the powerhouse of her sheer intellect and energy. She has a quiet, almost

self-effacing modesty; a quality often found in Australia’s regions where you have to be tough and canny to get things done.

In North Queensland’s mining and industrial centre of Townsville, Lines has quickly distinguished herself in the logistics and supply chain profession.

During her final year of economics, Lines was awarded the then Townsville Port Authority scholarship which provides young people with

Lines, with young professionals, wasted no time in organising the Young Professionals Group at this year’s CILT International Conference

“Strong performance in these areas contributes to the success of the port but also impacts the efficiency of the entire regional economy,” Lines tells SupplyChain Review.

“I’m the first point of contact for any inquiry regarding a new mining company, exporter, importer, shipping company, or lease arrangement to establish whether the proposal can be accommodated and to facilitate the most efficient solution.”

Lines says the great thing about her job at the Port is its diversity.

“At this point in time I am dealing with 25 live projects currently on my action list including mining companies, agri-business ventures and contractors to provide major works,” she enthuses. “I’m also involved with existing clients including some of the biggest companies in North Queensland, liner services on regular rotations, shipping agencies, plus organisations such as Queensland Rail, Townsville City Council, Townsville Enterprise and James Cook University.”

As an example Lines points to the recent Forestry Plantation Queensland timber log export project, following Cyclone Yasi, which devastated the east coast of Queensland.

Part of Premier Anna Bligh’s ‘Operation Queenslander’, the major project was launched to salvage the highest volume of export quality timber possible to minimise the loss to Forestry Plantation Queensland, the state’s largest plantation timber company.

“I managed the project from the initial meeting with the company right through to the arrival of the first truckloads of logs and the first export shipment to China,” Lines recalls.

“The project will result in significant additional revenue to the Port over the next 12 months; the cargo is worth $35 million to the company and a regional economy struggling to recover from one of the worst natural disasters in living memory. Premier Bligh estimates 100 jobs will result.”

Lines cites a submission to Infrastructure Australia’s National Land Freight Strategy in April 2011 as another achievement of which she is proud.

“I coordinated the perspectives of a consortium of 18 local government, private companies and industry groups representing the business community broadly anchored in the regions between Townsville and Mount Isa,” she explains. “The submission is the first step towards a comprehensive 50 year plan recommended by Australia’s Infrastructure Coordinator, Michael Deegan.

“The impact of this action is a great boost to regional collaboration and conviction in future development.”

But the source of Lines’ recent recognition lies with her contribution to the Chartered Institute of Logistics and Transport of Australia’s North Queensland Division (CILTA NQ) for which she is Chair.

Having won CILTA’s National Young Professionals’ Award last year, this year’s award is Lines’ second consecutive notice from the international peak logistics body.

“Right now, CILTA needs to gain recognition for the transport and logistics industry as the essential component to a functioning society that it is,” Lines argues. “For CILTA in North Queensland, I plan to grow membership, increase the number of events so as to increase the opportunities for working together as an integrated supply chain.”

To that end, Lines organised and hosted the Transport and Logistics in the Tropics Conference on behalf of CILTA last year which attracted around 130 delegates and an impressive line-up of speakers.

“The day was a great success bringing together representatives of every component of the North Queensland industry,” Lines says. “We were able to visit the Defence Force Logistics Group and cruise Cleveland Bay on board the Fantome Cat.”

In July this year, Lines organised a group of 10 senior business representatives from North Queensland to visit China on the CILTA NQ’s first international trade delegation.

At CILT’s recent International Convention in Sydney, Lines wasted no time, taking a leading role in the organisation’s first ever Young Professionals Group, which she and other international members created on the spot.

“The young international delegates who attended the convention had the opportunity to put forward their ideas for what CILT needs to do to attract and retain the next generation,” Lines says. “Two of the issues we raised were the need for an international young professionals’ council and increased local communication and networking.”

The group’s detailed presentation attracted enthusiastic pledges of finance from several CILT members and leading industry professionals, including a one-upmanship offer to quadruple a previous donation.

“We wanted to get something underway towards the initiative immediately, so social media and networking lent itself well,” Lines says.

The group set up a Transport and Logistics Facebook page on the spot, listing CILT’s young professionals as the ‘Transport Freight Organisation’.

“One of the concerns of this kind of communication is that it can be too informal. I think we can make it a combination of young, fun and IT-savvy, but still focused on career development and education in transport and logistics,” Lines says.

Proudly supported by Linde

50 | SupplyChain Review || October 2011 Proudly supported by Linde Proudly supported by Logistics Executive Recruitment


“I envisage wielding enough influence to achieve greater outcomes for our

nation.”

As Secretary of MITEZ,

Lines is helping to develop a 50 year

infrastructure plan covering

15.7 percent of Queensland’s

total land area

“It will counter some of the negative perceptions and lack of recognition of the professionalism in the industry.”

Lines provided the industry an instant example of how CILT young professionals are now listed on Facebook with a brief overview of what the organisation does, who they are and what they do along with photos from the previous day at the Convention.

“In our case, we’ll be setting up the International Young Professionals Council so we’ll have a chairman and board with editorial rights to restrict and verify what’s publicly available on the site,” she says. “It’s a great way to communicate events, market them and get your word out globally.

“We intend to hold virtual meetings of international young professionals. There are no geographic barriers, no time zone issues, it’s very cost-effective. This is the way to bring young people into the industry, this is how we communicate. It’s that simple.”

With the excitement of the Convention settling, Lines adds the group is in its infancy, and still requires further development with proposals to be presented and approved by CILT’s International Management Committee.

However, she is adamant the key to attracting young people to the profession is achieving this kind of recognition for the industry.

“Young people are looking for the offer of career development and mentorship; opportunities for international connections and ways to make connections fun and enjoyable,” she says.

In the long term, Lines says she aims to continue working towards her goal of developing greater recognition for North Queensland’s contribution to national productivity.

“As a supporter of decentralised government, I recognise the necessity of a global perspective and global competitiveness,” she says. “I’m interested in the planning side of infrastructure across the region, particularly as it relates to the coordination of all modes of transport and achieving outcomes which

are acceptable to government, industry and the community.”

A keen proponent of mining, Lines hopes to drive her career towards a continuing participation in the increase of export capacity, research and development, manufacturing and mineral processing — all done within a sustainable, environmentally sound and socially conscious paradigm.

As if she isn’t busy enough, Lines is equally passionate about a third key role in the local industry; that of Secretary to the Executive Committee of the Mount Isa to Townsville Economic Development Zone (MITEZ), the regional development organisation encompassing seven local government areas — from Mount Isa to Townsville.

“Following on from the submission to Infrastructure Australia, our region is working to develop a 50 year infrastructure plan covering 15.7 percent of Queensland’s total land area,” Lines says. “This is going to be a very challenging but very rewarding project.”

Sincere and thoughtful, Lines is grateful for the acknowledgement she has received, asking for an opportunity to again thank the CILT International Management Committee for awarding her the International Young Professional of 2011.

She plans to use the bursary received to fund her lifelong dream of travelling to the Port of Valencia in Spain to research what the industry regards as the world’s best example of integration between port, road and rail facilities.

While she is individually remarkable, Lines’ success is clearly down to her ability to draw people together.

“I honestly believe the best way forward for North and North West Queensland is effective alliance and teamwork to address issues,” she says. “I envisage working in the fields of mining or politics, not as a politician, but as a person who wields enough influence to achieve greater outcomes for our nation.” ||

Tracey Lines

October 2011 || SupplyChain Review | 51Proudly supported by Logistics Executive Recruitment

Matthew Hemingway2011 CAREER AND SALARY GUIDE ||

WHEN HE finished high school, VersaCold Distribution Centre (DC) Manager Matt Hemingway worked as a casual in a

warehouse, and his career developed from there.“I wouldn’t say I’ve had one particular mentor.

However, throughout my career I have identified and tapped into various people in organisations whom I have learnt from,” he tells SupplyChain Review.

Hemingway reports to General Managers at both VersaCold and his customer, one of the two main players in the Australian grocery space in an open-book third party logistics (3PL) provider contract.

“My job entails ensuring that 1 million cartons of chilled and frozen product pass through the DC a week and are successfully delivered to over 200 grocery stores in New South Wales,” Hemingway explains.

“In order to do this, I need to manage a site where safety is paramount, my team members are engaged through a positive culture and tight controls are placed on costs.

“As I operate a 3PL within my customer’s supply chain, it is essential I provide outstanding service, otherwise there is little reason for engaging us.”

“We use a warehouse management system [WMS] in the operation, however, intimate knowledge of it isn’t necessary,’ Hemingway adds. “It is important to have a good understanding of what the system is capable of, but not necessarily in detail.”

With six months under his belt in the current position, Hemingway’s previous role with the leading refrigerated transport provider involved managing a facility for the other main grocery retail player in Australia.

“Prior to this I was the DC manager for an Australian FMCG manufacturer,” he says.

Currently studying his Masters in Operations Management, Hemingway has an undergraduate Business Degree along with a TAFE Diploma in Logistics.

On the floorLike many people, Matt Hemingway didn’t plan on entering the logistics industry, reports Anna Game-Lopata

“Logistics-specific studies may not be necessary in this industry, but a broad range of business skills are,” he says. “It is essential for a DC Manager to possess a solid financial understanding, strong people skills and high customer service skills.”

Hemingway also firmly believes DC Managers can only truly empathise and understand the implications of how business decisions relate to their team members when he or she has an ‘on-the-floor’ understanding.

“As with all DC operations, the business needs to sweat their asset,” he explains. “In order to do so both [I] and my management team need to have an intimate understanding of all DC operations in order to deliver on our service obligations.”

While his career has focused on managing grocery retail DCs for large players including Coles, Woolworths and Franklins, Hemingway points to his role at Aldi as one which most formed his current management style.

“At the time the business was new to Australia,” he explains. “It was dynamic in its approach and had a real high volume cost conscious approach to warehousing and transport.”

Hemingway says what he most likes about the job is its people-focus.

“There is a real sense of achievement when my team pull together and deliver for the customer,” he enthuses.

“As a 3PL we are engaged to manage a portion of our clients supply chain, we are chosen to do so because we are specialists in the field. It disappoints me when we let ourselves down and don’t deliver on our promises, often as a result of minor issues such as shift handovers or poor communication.”

“I would like the operation to continue to provide a supply chain solution that is better

than its competitors, which in turn allows my customer to be a better alternative.”

For the future, Hemingway says his next role would

be one where he is accountable for multiple DC operations.

“As Asia’s middle class grows and emerges from the local market-style shopping to Westernised grocery shopping, we will see an increased need for large efficient DC operations.” ||

“Prior to this I was the DC manager for an

Currently studying his Masters in Operations Currently studying his Masters in Operations Management, Hemingway has an undergraduate Business Degree along with a TAFE Diploma in

“I would like the operation to continue to provide a supply chain solution that is better

than its competitors, which in turn allows my customer to be a better alternative.”

For the future, Hemingway says his next role would

be one where he is accountable for multiple DC operations.

“As Asia’s middle class grows and emerges from the local market-style shopping to Westernised grocery shopping, we will see an increased need for large efficient DC operations.” ||

52 | SupplyChain Review || October 2011 October 2011 || SupplyChain Review | 53

Trevor Cameron|| 2011 CAREER & SALARY GUIDE

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Show me the money

Trevor Cameron has held the role of Chief Procurement Officer for the CBH Group, one of Australia’s largest grain handling companies, for 16 months. Anna Game-Lopata writes

AS HE found himself drawn into procurement as a profession, Trevor Cameron thought: the procurement of goods and services represented

a very significant component of a company’s activities but it is generally not well managed.

Intrigued by business analysis and the rationale for the customer — buyer relationships, Cameron had been actively pursuing the field as part of his Chief Investigator role for New Zealand’s Commerce Commission in Wellington.

Cameron used his experience to develop new supply concepts and models working with renowned supply chain thought leader Dr John Gattorna.

“I shared many of his ideas and views on procurement as a key tool for driving value in a company,” Cameron says.

With a Masters in Management (Major in Supply Chain Management), and an MBA, Cameron has worked as a principal consultant for a tier one supply chain consulting organisation, and held roles including Director Supply Chain and Group Manager Procurement for large global companies in the mining industry.

“The most important skill for a modern procurement manager to possess is an innate ability to manage people,” he asserts. “This relates to building and maintaining a high performing team, managing key internal and external stakeholders including suppliers and tackling change.

“Knowledge of the business and the way the CEO wants procurement to operate within the company is also essential, along with being able to clearly articulate that vision,” he says.

“Obviously it’s important to have core knowledge of category management, contract management and how to deliver value through savings, risk reduction and service delivery improvement.”

Cameron observes a shift in how procurement managers must operate.

“They not only need to apply the basic skills in managing the team, but they need to be able to recognise how the procurement model operates within their own business and focus on becoming internal consultants and change managers,” he says.

Technology application is also a critical competency.

“A sound knowledge of core ERP capabilities as well as supporting functionality is essential,” Cameron says. “Activities within category and contract management impact significantly on downstream transactional activities.”

CBH has SAP as its core enterprise resource planning software with materials management (MM) functionality supporting contract management and purchasing activities.

“Where a new contract is established a contract is established in SAP, the individual items or services are registered in Material Master or Service Master and a supporting outline agreement is created,” Cameron explains.

“This process and functionality allows automatic and simplified purchasing under the contract and transaction information becoming available for measuring performance of that contract and the supplier relationship.”

To further support the end to end procurement activities, Cameron says CBH is currently implementing the Open Windows Contract Management solution to assist the upstream tendering and automation of the contracting processes.

“The key objective is to create visibility and transparency across the complete process from

establishing the initial need for goods, through to eventual purchasing under a new arrangement with a preferred supplier,” he says.

As a cooperative in a recently deregulated market, CBH is experiencing increasing competition, particularly from international companies.

“The establishment of a new Procurement Group was the result of a re-organisation of CBH Group to meet the new competitive environment,” Cameron explains. “It came out of the realisation that procurement activities needed to be centralised and play a more important part in creating value for our growers.”

Reporting to the CFO, the primary objective of Cameron’s role is to create value for CBH Growers.

“In procurement this is achieved by implementing a procurement model that focuses on delivering all the core services and capabilities that support CBH’s goals and objectives,” he says.

“It also involves developing and maintaining the procurement team, delivering cost reductions across core categories and reducing risk by establishing best practice contract management processes across the business.

“I also provide commercial support to major capital projects,” Cameron adds.

Apart from loving it when the All Blacks win the

rugby, Cameron says the aspects he likes best about his role include a collaborative interaction with the operations side of the business, the strong executive support he receives and working with a great procurement team.

“I don’t like it when we occasionally can’t deliver enough value and improvements to the business,” he says. “Project delays, price gouging and suppliers over promising then under delivering are other challenges.”

Cameron is also quick to point out his view that most companies underpay their procurement team.

“Procurement managers have significant accountability for the costs within a company and the ability to create real value through cost reduction and capability development,” he says. “They should be paid according to the value that they deliver to the business.”

Currently, Cameron says procurement executives in large organisations might command salary ranges between $250,000 — $400,000 per annum.

“In medium size businesses the figures are more like $180,000 — $250,000,” he reveals. “And in smaller organisations the Procurement or Purchasing Manager might get $130,000 — $160,000.”

For the future, Cameron says he would like to take a leading role in supply chain management, or move back into a leading role as a Principal or Partner within a consulting organisation.

“I would also like to one day grow my own company to provide best practice procurement transformation capabilities for companies undergoing significant change,” he says. “Or take up an international assignment in a major global organisation.” ||

“The most important skill for a modern

procurement manager to possess is an innate

ability to manage people.”



TransJobs2011 CAREER AND SALARY GUIDE ||

TransJobs also benefits from strong cross-promotion across leading transport and logistics industry websites and e-newsletters, including Fullyloaded.com.au (ATN), OwnerDriver.com.au (OD), SupplyChainReview.com.au (SCR) and BusNews.com.au (ABC).

This support will be further enhanced in coming weeks with the launch of a series of new weekly e-newsletters delivering the latest jobs vacancies of relevance to these respective audiences — namely drivers, transport managers, and logistics and supply chain managers — direct to their inboxes.

“By partnering with such strong industry brands, Transjobs.com.au is the perfect online recruitment service for the transport industry,”Gardiner says.

“If you’re in transport, looking for a job or career change Transjobs.com.au is the place to be and to be seen.” ||

TRANSJOBS.COM.AU IS experiencing dramatic growth, recording record traffic of 28,380 visitors in August, as both job seekers and employers

flock to the specialist transport and logistics employment website.

Visitor numbers were up 12 percent on July — and a remarkable 60 percent on the corresponding month of 2010.

Similarly, page impressions also registered strong growth, up 5 percent to 142,003 month-on-month, and 43.25 percent year-on-year; while unique browsers were up 12 percent month-on-month and almost 50 percent year-on-year.

Visitor numbers to TransJobs mobile application, TransJobs.mobi, were up an impressive 100 percent in August compared with the corresponding month of 2010.

Trader Business Media Editor-in-Chief Graham Gardiner attributes the spectacular traffic growth to its unique specialisation in transport and logistics jobs, and the backing of Australia’s leading industry media brands, namely Australasian Transport News (ATN), Owner//Driver (OD), Deals on Wheels (DOW), SupplyChain Review (SCR) and Australasian Bus & Coach (ABC).

With a cumulative audited circulation of almost 100,000 magazines a month, TransJobs.com.au benefits from strong promotion through these market-leading titles, which each month feature supporting advertisements and TransJobs-focused editorial and employment sections.

TransJobsThe specialist transport and logistics employment website is enjoying massive traffic growth as both job seekers and employers discover the benefits of the specialist transport and logistics employment website

“If you’re in transport, looking for a job or career

change TransJobs is the place to be and to

be seen.”

Recruit the right people with

Flexible Cost effective Convenient

TransJobsWorking For You

.com.au

EMPLOYER BENEFITS• Flexible: Post job vacancies online and search the resume database anytime

• Knowledge: Know exactly what skills are available and when

• Resource planning: Facilitates better planning in your recruitment processes

• Control: You control the process. Search your way, in your time

• Cost-effective: A highly cost-effective way to recruit

• Convenient: Have new resumes automatically emailed to you or RSS'd straight to your desktop

JOB SEEKER BENEFITS• Proactive: Why seek when you can be sought? Post your resume online and let the best jobs come to you

• Private: Your name and contact details are never revealed without your permission

• Specialised: Specialists require specialist careers sites and Transjobs is the niche website for transport careers

• Effective: Many jobs are never advertised … Post your resume here and let the employers/recruiters see what you have to offer

• Focused: Your resume is being seen by exactly the right companies

• Control: You are always in control of your personal details. No one ever gets your details without your say so

Supply Chain Operations Manager - Transport Focus This organisation is a provider of supply chain solutions and transport management to some of Australia’s largest organisations in the resources sector. There is a requirement for an experienced leader in operations with a sound knowledge and understanding of domestic road transport and the greater supply chain. The position is a blend of both strategic and tactical responsibilities with a strong support management team. Key attributes:• Abilitytoinitiateanddevelopimprovementthroughrobustanalysisofthebusiness and industry best practice• Relevantbusinessmanagementexperienceincorporatingmanagementof high value assets, people and revenue• Supplychainmodellingandbestpractice,relevanttoindustry• IndepthunderstandingandknowledgeofIndustrialRelations• Experienceleadingandmanagingabusinessserviceproviderintimecritical distribution environment• ExperiencewithS&OP’sandkeyaccountmanagementwithseniorstakeholders• Abilitytomanagemultiplestakeholderswithconflictingpriorities

For more go to TransJobs.com.au

Sydney—NSW

GM of Supply Chain Solutions Ourclientisaninnovativeandoutcomefocused3PLwhohaveatrackrecordofprovidingflexiblesupplychainservicestoawiderangeofclients.Withadedicated focus on providing original, tailored solutions they now require a GeneralManagertoleadtheDesignandSolutionteam.ReportingtotheExecutiveVicePresident,youwillperformhigh-levelplanning,analytical activities and solutions design while providing direct leadership to the quality, lean and project teams. You will devise, design and model possible solutions covering processes, technologies and methodologies to be used for the successful ongoing operation of both new contracts and existing operations.You are tertiary qualified, with a wide range of solutions design experience across complex supply chain models coupled with an understanding of lean, six-sigmaandkaizenmethodologies.This is a pivotal leadership role that is dedicated to delivering best practice andinnovativesolutionswiderangeofclientsacrossAustraliaandNewZealand.


Melbourne—VIC

Warehouse Supervisor - Canning Vale DC • Leadanestablishedwarehouseteam• Competitivesalary+lucrativeincentives• CanningValelocationforthePerthDC• AccesstoouronsitegymAspartoftheWesfarmersIndustrialandSafetygroup,BlackwoodsareAustralia’s leading supplier of industrial and safety products, where we believe in providing outstanding service through outstanding people.OurwarehousetrulyistheengineroomofourCanningValeDistributionCentre,servicingnotonlyAustralia’s,butsomeoftheworld’slargestmining,constructionandengineeringindustryorganisations.Weshipover$3millionof stock per week on a national and international scale, with our superior clientbaserelyingonourdedicatedteamofStorePeopletoaccuratelypick,pack and dispatch their orders for timely delivery.Due exceptional market growth we have created additional positions within our warehouse.WearenowinthepositiontorecruittwodedicatedandprofessionalWarehouseSupervisorstomanagefourWarehouseTeamLeadersandalargebodyofStorePeopleonasplitshiftcycle.


Blackwoods—Perth

Warehouse Supervisor OurTolldivisionbasedinWelshpoolishighlyregardedforitsextensivenetwork of dangerous goods warehouses, operating in mainland capitals and selected regional centres with specialised warehousing and distribution capabilities.OursuccesscomesfromourpeopleandwearecurrentlylookingforaWarehouseSupervisortocontinuethehighestqualityofservicetoourclients.TheWarehouseSupervisorwillhavethefollowingresponsibilitiesandexperience: • Proven5yearsSupervisoryexperienceintransportandlogistics• Provideleadershipinresources,planninganddirecting• Ensureregulatoryandlegislativecomplianceforallaspectsofthesite• Developeffectivecostcontrolsinordertoachievedesiredoutcomes• Processredesign-identifyingimprovementandgrowthareas• Generalknowledgeofwarehousemanagementsystemsandsafety


TollPersonnel—WA

motors ahead


Trends in Asia|| 2011 CAREER & SALARY GUIDE

GOOD TALENT is required in all markets across the globe, and Asia is no exception.

In certain companies, at certain times, international leadership is required.

However human resources directors in Asia are changing their talent acquisition strategies. A region previously dominated by expatriate leadership, Asia, by necessity, has found itself heading rapidly down the road to talent localisation in the past three years.

In the past, organisations relocated leadership talent into key roles at considerable cost, where benefits such as housing and allowances can equal 70 percent of the salary. However, this is a trend that has rapidly reversed since the global financial crisis (GFC).

The ‘GFC effect’ alerted CEOs to the fact that home-grown, Asian supply chain professionals are as talented as their international counterparts and, if positioned correctly in the business, could evolve into future leaders.

With a real need to drive down costs, organisations ramped up localisation programs. Unexpectedly, executives and talent managers found that the deeper they delved into the local talent pool, the better talent they found.

Now, many argue that gaps in local skill sets in Asia have closed significantly compared to those of international talent.

In many ways, this is due to the greater exposure locals have to the complexity of global supply chains, the rapid, ever-changing pace of logistics in Asia and the melting pots of cultural diversity and economic variance in the region.

Regional Asia consists of 48 countries and 3.87 billion consumers and one of the world’s largest manufacturing and most complex logistics environments. By comparison, as an example, Australians are exposed to supply chain models chiefly serving a much smaller manufacturing sector and a domestic market of just 21 million people.

A large number of organisations feel that unless their leadership brings diverse experience in Asia, the time taken by ‘international newbies’ just to understand their surrounds is too great, too slow and too costly. Companies simply don’t have time. According to Logistics Executive Recruitment Practice Manager Cassandra Lee, who is based in the company’s regional Singapore headquarters, one of the most frustrating challenges to manage is the expectations of international talent.

“There is a perception that relocating to Asia will offer exceptional roles and expatriate packages,” Lee says.

“Many candidates simply don’t understand that Asia has changed. Deciding to move your career here after the family holiday in Thailand doesn’t automatically ensure that you will obtain that Senior Executive role.

“We have cases where executives will bring wonderful experience and skills with 20 years-plus experience in, say, Australia, and wonder why they aren’t landing jobs overnight. We’re constantly explaining that they are up against outstanding local talent these days.”

Regional talent brings more relevant experience and lower risk. Those who think their automatic path to Asia is guaranteed once they have achieved their career opus in Australia find that, in fact, it’s now the other way around. The GFC was a reality check for international talent, as companies removed the number of expatriate roles to cut costs. As a result, individuals were faced with the choice of leaving, or making Asia home.

Due to the outstanding number of those who have chosen to stay, a new group of international talent has emerged, where remuneration and benefits are largely in line with local packages.

The semi-local or the ‘lo-pat’, as they’re known in some quarters, have salaries that may be marginally higher in recognition of their global experience and portability, but benefits are the same as those of their local counterparts — making benefits like education allowances for children, hardship allowances and business class return flights home a thing of the past.

As Logistics Executive Recruitment North Asia Head Kate Broughton, based in Hong Kong, points out, “Anyone who has lived in Hong Kong

Rise of the Lo-PatInternational talent, including Australians and New

Zealanders, is no longer as attractive to supply chain companies in Asia.Logistics Executive

Recruitment COO, Darryl Judd writes

“Many candidates simply don’t understand that Asia has changed.”

or Singapore could hardly describe these highly-evolved, cosmopolitan cities as ‘hardship postings’”.

While companies are now well aware of the risks associated with appointing international talent — such as moving and settling families — human resource managers and employees are now also encountering issues around the internal dynamics their presence creates, and a local perception has emerged of a so-called ‘expat glass-ceiling’ as international talent is brought in to fill key leadership roles.

An unfortunate result is the loss of valuable local talent who leave organisations believing they won’t be promoted.

The disruption to business caused by expat rotations — the most common tenure of which is two to three years — is also potentially detrimental to business continuity and another factor that weighs heavily on the minds of hiring managers.

Despite the challenges, the Asia region is flush with career opportunities. With supply chain and logistics becoming an increasingly important focus for companies in Asia, demand for talented, experienced professionals is increasing.

In real terms, the best advice for those international professionals seeking to gain Asia-based experience is, in the first instance, to be realistic. Appreciate and understand the dynamics of the Asia talent market and the move towards local or ASEAN-based candidates ahead of expatriate employees.

Be prepared to lower your immediate financial expectations to compete with the regional talent market (i.e. don’t expect large benefits and allowances when your local counterparts don’t).

Get Asian experience any way you can. Find a way to get on to a project whereby you will be exposed to Asia. Be prepared to take a role that might be seen on the outside as a sideways or downwards move — this will change quickly as you gain experience and get a broader understanding of the dynamics of doing business in Asia.

Looking internally for a move with existing employers is always a great way to get to Asia and get two to three years’ experience in the Asian market. But stick it out when times get tough. You are not attractive to employers if you have just one year of Asia experience, head home and then realise you liked it there after all and want to come back. This just sends the wrong signals to potential employers and flags risk.

Above all, be flexible and realistic. ||

Darryl Judd is COO Logistics Executive [email protected]



Workplace Bullying2011 CAREER AND SALARY GUIDE ||

IT’S A

In all Australian jurisdictions, employers have a duty of care to provide a healthy and safe workplace. Darren Baguley reports

“More than 70 percent of people will be subject to bullying at some time in their working lives.”

‘YASMIN’ TOOK over as a team-leader at a warehouse from another woman who left the distribution company precipitously. She knew there had been issues but when she asked about problems she might face — the company didn’t volunteer any

information — she was told that it would be fine, “the crew would accept her”.“It wasn’t, fine and they didn’t,” she says. “In the middle of my first week in the new

position, within seconds of clocking on for my shift, my phone started beeping madly as I received text message after text message.”

Close to 30 text messages were received, and they all read, “you won’t last long here”.‘Yasmin’, didn’t. She received no support at all from her immediate supervisor and

he tried to dissuade her from going to the company’s human resources manager. The HR manager was more supportive but he had little influence with Yasmin’s immediate superiors. After another week and a half of text, verbal and physical bullying from her crew members, ‘Yasmin’ gave up.

“I’m not a quitter,” she says. “But I received no support at all from management and just didn’t see the point [in continuing to work there].”

Bullying is not an issue exclusive to women. Recent Australian data indicates that more than 70 percent of people will be subject to bullying at some time in their working lives.

The drive for efficiency in supply chains tends to engender a high performance, hierarchical culture which at its darkest leads to head kicking, hyper-aggressive managers rising to the top, according to supply chain thought leader, John Gattorna.

While older generations just accepted the extreme end of this sort of behaviour as part and parcel of being in a macho, results-driven industry, younger generations are calling it for what it is — bullying.

Co-author of the 2009 report, Cyberbullying: the new face of workplace bullying? Queensland University of Technology Associate Professor, Marilyn Anne Campbell, says “Bullying has three components. There must be intent to hurt on the part of the bully or bullies, an imbalance of power between the person being bullied and the bully, and it must be repetitive.”

Beyond Bullying (www.beyondbullying.com.au) gives a more detailed description of what could constitute bullying. This includes: undue public criticism, name calling, insults or intimidation; social or physical isolation which might also include withholding information or preventing access to opportunities, overwork, such as impossible deadlines or undue disruptions and unjustified or unreasonable monitoring of work.

The imbalance of power need not be hierarchical either. A work team acting together can bully a supervisor, and someone who is lower down or on the same level of the organisational chart but very experienced can also be found to have used that experience to bully co-workers or a supervisor.

As another worrying face of this problem, the recent Australian Manufacturing Workers’ Union (AMWU) report, Breaking the Perspex Ceiling has highlighted systematic discrimination against women in manufacturing.

According to the report more than 70 percent of women working in manufacturing have never been promoted.

“In blue collar industries, there has been very little attention paid to dismantling the barriers to women’s advancement and satisfaction at work,” AMWU Secretary, Tim Ayres says in a statement.

The report also finds 74 percent of women in manufacturing believe they will not have an opportunity for promotion within the next five years and 63 percent say they’ve never received any workplace training.

For example, ‘Sara’ has worked at a large Australian manufacturing company for over 13 years but says she has never been promoted despite applying for several positions that became available.

To make matters worse, “external people who don’t know the company and are less qualified than myself have been hired above me”, and the male-dominated management of the company has “made it clear to that even if I boosted my skill level through training, it would not result in a pay rise or any change to my status”.

An anonymous comment published in the report also flags the issue of bullying in the workplace: “I’d like support from supervisors and managers, less bullying and equitable treatment”.

In Australia, discrimination, industrial workplace safety and criminal legislation as well as common law have all been successful avenues for targets of workplace bullying, as there is no one national statute that covers it. However, prevention is better than cure. It is widely accepted employers are responsible for taking proactive steps to recognise, assess and control hazards including psychological hazards such as bullying behaviour.

According to the Australian Council of Trade Unions (ACTU), every workplace should have policies and procedures to deal with bullying and harassment.

The Workers Health Centre adds employers should provide training and information on bullying to raise awareness, ensure managers and supervisors are aware of inappropriate behaviour guidelines and develop adequate reporting procedures.

Most importantly, employers should follow up reported complaints and offer alternate channels for employee complaints, as in a high proportion of cases, bullying is perpetrated by managers.

Nevertheless, Marilyn Anne Campbell stresses that it’s important to avoid tagging “anything or anyone you don’t like” as bullying or a bully.

“The boss chipping someone for being late or doing a job sloppily for example, is not bullying as there is no intent to hurt and it’s not an abuse of power,” she says.

The procedure for employees includes collecting evidence by taking notes, saving emails etc. of the bullying behaviour and getting support. It could be a psychologist or a GP but it’s a good idea to get a professional third party involved.

If you feel you can do it safely, bring their behaviour to the attention of the perpetrator. It may be totally unintentional or related to stresses in their own life. Another approach is to have an informal talk with the perpetrator’s supervisor. If all else fails, make a formal complaint, and be aware the longer such behaviour is just ‘put up with’, the harder it is to successfully make a case against bullying. ||

IN THERE JUNGLE




WHEN TWO refugees originally from the Horn of Africa were hired as dockhands at TNT’s Laverton Distribution Centre, it changed their

lives. Their efforts at finding work had been hindered by personal circumstances and a combination of social and cultural obstacles from hardship and previous experiences prior to coming to Australia.

Selomune Gebremedhin and Haftom Atsebha have now been working full-time for the global logistics company since May and are settling in well. Their placements at TNT form part of a project funded by the Victorian State Government, initiated by the Victorian Freight and Logistics Council (VFLC) and managed by Workskil.

For TNT, participating in this kind of project is part of a long term Corporate Social Responsibility (CSR) strategy. Following its demerger in May, TNT Express is keen to build on the success of this approach which focuses on three core pillars: employees, the environment and other stakeholders.

On the August 8 this year, TNT uplifted 45 tonnes of emergency food aid to Nairobi, Kenya, to help the United Nations World Food Program (WFP) feed thousands of children in neighbouring Somalia.

While TNT’s current CSR strategy has been in place since 2004, it became a WFP partner in 2002.

TNT Express Australia, New Zealand and Pacific Islands Managing Director Bob Black says the partnership with the WFP is one of the most important CSR programs the company has as it leverages core business activities in a unique and incredibly important way.

“Ultimately, CSR needs to form part of your company DNA and not just be a program or set of targets you aim to meet,” Black says.

In 2003, the company ran a project where employees travelled to Cambodia to volunteer in the company’s schools program. This allowed the employees to see first-hand how company fundraising was benefiting the community and to lend support and expertise to their Cambodian counterparts. Over five years, 15 volunteers visited Cambodia and TNT Australia raised over $500,000 to feed the poorest Cambodian children

Black has been with TNT for over 28 years, having joined the company after studying Maths and Computer Programming at Manchester University, and was appointed to his current position in 2009.

He leads a workforce of nearly 5,000 people and aims to make TNT the top business-to-business express operator in Australia.

“TNT operates in an industry faced with a range of challenges with regard to the impact on society and the environment,” Black says. “In a highly competitive market, TNT has differentiated itself as the industry leader in social responsibility.”

“We believe as corporate citizens we must be responsible for the role we play in society and the impacts we have on the environment and the communities in which we operate. Ultimately, fulfilling that goal is what makes CSR so important to us.”

Black acknowledges TNT benefits in a number of different ways from its CSR program.

“We think CSR is an important driver of engagement, we believe it forms a large part of our corporate culture, reflects many of our core values and we also know the most successful CSR activities create a genuine sense of shared value between the company and the people who benefit from the program,” he explains.

TNT understands employees who are satisfied with their organisations commitment to social and environmental responsibility are likely to be more positive, more engaged and more productive.

“We include CSR and our international management standard certifications in all recruitment marketing materials and we actively promote our Dow Jones sustainability ranking.”

TNT’s Casual 4 a Cause initiative was introduced in 2010 to give employees the opportunity to direct fundraising activities toward a charity of their choice.

“Casual 4 a Cause was recognised as an important initiative as it engages our employees and ensures they can share a personal stake in our CSR activities,” Black says.

In April 2008, TNT became the first transport business in Australia to introduce a fleet of diesel-electric hybrid trucks. Black claims its Hino Hybrids emit 14 percent less carbon dioxide (CO2) and 50 percent less nitrous oxides (NOx) than a conventional diesel truck of equivalent size.

“With hybrid technology, TNT has reduced its CO2 emissions in the amount of 1.6 tonnes per vehicle, per year,” Black says.

TNT and Hino Australia were awarded the 2008 Technology and Innovation Award for this initiative, at the Australian Transport Awards and TNT now has one of Australia’s largest hybrid fleets.

“The inherent value of our CSR program is demonstrable of our corporate culture and makes it easy for potential recruits to trust that TNT is a company built on integrity, compassion, teamwork, and responsibility,” Black says.

Black adds many of TNT’s younger recruits have grown up with greater exposure to the power of the corporation and therefore have higher expectations about what roles and responsibilities modern companies should take.

Marketing Services Executive Belinda Giovenco, who has been with TNT for about two and a half years says the fact that TNT is a large, multinational company offering a variety of opportunities was an important factor in her choice to accept a position within the company.

“TNT has a particularly well defined company culture characterised by a ‘can do’ attitude and a real sense of helping each other out and always being down to earth,” she says. “I enjoy the exposure I get to various facets of the business and I like that people here are friendly, from senior managers to our depot staff.”

While Giovenco admits she didn’t know much about TNT’s CSR activities before she came on board, she says it’s fantastic the company makes such a big deal of them.

“I suppose CSR does have some impact on my decision to stay with TNT. I am proud of our achievements in relation to the Dow Jones index and I feel better about working for a transport company knowing that we are doing our best to reduce our carbon emissions and lower our impact on the environment.”

Giovenco points to TNT’s WFP partnership as the most ‘impressive’ CSR project because it sees the delivery of huge amounts of aid all around the world and literally prevents thousands of deaths every day.

In Australia, Black says TNT will continue to build up its hybrid fleet and is committed to ensuring new depots meet the highest environmental standards possible.

“Our employees continue to be a key focus with various initiatives” he says. “Often the value created for TNT through CSR programs, be it real or intrinsic, is more than enough to justify their existence.

“For me that is a vital part of any successful CSR program as it guarantees full engagement and it maximises the benefits for all those involved.” ||

“Ultimately, CSR needs to form part of your

company DNA.”

Three PillarsTNT’s sense of corporate social responsibility most certainly emanates from a place of genuine care and concern for the world in which we live. Anna Game-Lopata writes

Selomune Gebremedhim and Haftom Atsebha, with manager Shane Scott, now work at TNT’s Laverton Distribution Centre

Corporate Social Responsibility

Three PillarsTNT’s sense of corporate social responsibility most certainly emanates from a place of genuine care and concern for the world in which we live.


CAREER & SALARY GUIDE SCM Courses||



ACTCANBERRA INSTITUTE OF TECHNOLOGYCourse: Diploma in Government – Procurement and ContractingLocation: Bruce CampusAttendance options: Part-time internalEntry requirements: Certificate IV in Government – Procurement and Contracting or ability to demonstrate equivalent skills and knowledge

UNIVERSITY OF CANBERRACourse: Graduate Diploma in Strategic ProcurementLocation: Canberra CampusAttendance options: Full-time; part-time internalEntry requirements: Bachelor degree plus 2 years relevant work experience or equivalentDescription: Designed to develop the professional management competencies of current and future leaders in strategic procurement

Course: Master of Business Administration - Strategic ProcurementLocation: Canberra CampusAttendance options: Full-time; part-time internalEntry requirements: Bachelor degree plus 2 years work experience; or Graduate Diploma in Strategic ProcurementDescription: Designed to develop professional management competencies of current and future leaders in strategic procurement

NATIONALTHE CHARTERED INSTITUTE OF LOGISTICS INTERNATIONALCourse: International Certificate in Logistics Management/Certificate IV in Frontline ManagementDescription: Latter qualification recognised nationally as a solid basis for a management career in transport and logistics; while former international certificate is recognised in 33 countries via the CILT National Sections in those countriesCampus/attendance options: Australian Institute of Management NSW

THE CHARTERED INSTITUTE OF PURCHASING & SUPPLY (CIPS)Courses: Level 3 Certificate in Purchasing and Supply; Level 4 Foundation Diploma; Level 5 Advanced Diploma; Level 6 Professional Diploma Description: CIPS education programs offer flexibility and are relevant to all organisations, job roles and levels within the procurement professionCampus/attendance options: Distance education or through approved study centres, including Supply Chain Management Educatio-n Australia (SCMEA)

NEW SOUTH WALESUNIVERSITY OF SYDNEYCourse: Graduate Diploma of Logistics ManagementLocation: Burren Street, Camperdown/Darlington CampusesAttendance options: Full-time; part-time internalEntry requirements: Bachelor degree and 3 years work experience; or Graduate Certificate in Logistics Management with credit averageDescription: Designed to provide training in logistics and supply chain management, with particular emphasis on management and operations

Course: Graduate Diploma of Transport ManagementLocation: Burren Street, Camperdown/Darlington CampusesAttendance options: Full-time; part-time internalEntry requirements: Bachelor degree and 3 years work experience; or Graduate Certificate in Transport Management with credit averageDescription: Designed to provide training in transport with particular emphasis on management aspects

Course: Master of Logistics ManagementLocation: Burren Street CampusAttendance options: Full-time; part-time internalEntry requirements: Bachelor degree (credit) or equivalentDescription: Designed to provide training in logistics and supply chain management, with particular emphasis on management and operations

Course: Master of Transport ManagementLocation: Burren Street CampusAttendance options: Full-time; part-time internalEntry requirements: Bachelor degree (credit); or Graduate Diploma/Graduate Certificate in Transport Management (credit)Description: Designed to provide training in transport with particular emphasis on management aspects

UTS BUSINESSCourse: Graduate Diploma of Operations and Supply Chain ManagementLocation: City CampusAttendance options: Full-time; part-time internalEntry requirements: Relevant degree; or degree plus 2 years relevant work experience; or relevant Graduate CertificateDescription: Extends Graduate Certificate and provides the opportunity for some specialisation

Course: Master of Business – Operations and Supply Chain ManagementLocation: City Campus

Attendance options: Full-time internal; part-time internalEntry requirements: Relevant degree; or degree plus 2 years work experience; or Graduate Diploma/Certificate (credit average)Description: Designed for professionals who wish gain significant insigh and skills in the areas of new technology, new management approaches and how to plan and manage complex business processes

HUNTER INSTITUTE OF TAFECourse: Certificate III in Transport and Logistics – Warehousing and StorageLocation: Newcastle CampusAttendance options: Full-time; part-time internalEntry requirements: NoneDescription: Provides students with skills required to coordinate goods for distribution to customers

NORTH COAST INSTITUTE OF TAFE Course: Certificate IV in Transport and Logistics – Warehousing and StorageAttendance options: Part-time block/day releaseLocation: Ballina, Kingscliff, Lismore and Port Macquarie CampusesEntry requirements: NoneDescription: For people who want to learn how to coordinate stock-takes, coordinate freight, organise transport of freight or goods, assess and monitor stock labels, and check and evaluate records and documentation

NORTHERN SYDNEY INSTITUTE OF TAFECourse: Certificate IV in Transport and Logistics – Warehousing and StorageLocation: Meadowbank CampusEntry requirements: NoneDescription: For people who want to learn how to coordinate stock-takes, coordinate freight, organise transport of freight or goods, assess and monitor stock labels, and check and evaluate records and documentation

Course: Diploma of LogisticsLocation: Meadowbank CampusEntry requirements: Cert IV in Transport and Logistics or equivalent; and/or relevant industry experienceDescription: For people who want to plan and manage logistics operations

SOUTH WESTERN SYDNEY INSTITUTE OF TAFECourse: Certificate IV in Transport and Logistics – Warehouse and StorageLocation: Wetherill Park, Granville, Campbelltown CampusesAttendance options: Part-time; full-time internal

Entry requirements: NoneDescription: For people who want to learn how to coordinate goods for distribution to customers

Course: Certificate IV in Transport and Logistics – LogisticsLocation: Wetherill Park, Granville, Campbelltown CampusesAttendance options: Part-time internalEntry requirements: Certificate III in Transport and Logistics (Logistics Operations); or pathway from school or employment with appropriate training and/or RPLDescription: For people who want to work as a supervisor or manager in a transport and logistics environment

Course: Diploma of LogisticsLocation: Wetherill Park, Granville, Campbelltown CampusesAttendance options: Part-time internalEntry requirements: Cert IV in Transport and Logistics; or pathway from school or employment with appropriate training and/or RPLDescription: Suitable for people who wish to work as a manager in a warehousing, purchasing, procurement, contracting, outsourcing, transport, logistics, and/or supply chain environment

SOUTHERN CROSS UNIVERSITY (SCU)Course: Master of Supply Chain ManagementLocation: Lismore CampusAttendance options: ExternalEntry requirements: Bachelor degree or equivalentDescription: A specialised post-graduate program that gives graduates the skills to manage the entire supply chain including logistics and purchasing within today's interdependent organisations

UNIVERSITY OF WOLLONGONGCourse: Graduate Certificate in LogisticsLocation: Wollongong, Sydney CampusesAttendance options: Full-time; part-time internalEntry requirements: Australian bachelor degree in a major related to Commerce, Engineering, Maths or IT with an average of 60 percent; or at least 2 years full-time relevant professional experienceDescription: Program designed for professionals and managers working within the logistics and operations management area, providing a foundation of skills for managing materials and information

Course: Master of Science – LogisticsLocation: Wollongong, Sydney CampusesAttendance options: Full-time; part-time internalEntry requirements: Australian bachelor degree in a major related to Commerce, Engineering,





Maths or IT with an average of 60 percent; or at least 2 years full-time relevant professional experience Description: Provides senior managers with knowledge of logistics and operations management theory and practice

WESTERN SYDNEY INSTITUTE OF TAFECourse: Diploma of LogisticsLocation: Nirimba CampusAttendance options: Part-time internalEntry requirements: Cert IV in Transport and Logistics; or pathway from school or employment with appropriate training and/or RPLDescription: Suitable for people wishing to seek employment or develop their career in supervisory or management level positions in senior logistics or supply chain management positions

Course: Diploma of PurchasingLocation: Nirimba CampusAttendance options: Part-time internalEntry requirements: Certificate IV in Purchasing or other relevant qualification, relevant experience, or equivalentDescription: Suitable for individuals who possess sound theoretical knowledge base in purchasing and demonstrate a range of managerial skills

NORTHERN TERRITORYCHARLES DARWIN UNIVERSITY (CDU)Course: Certificate IV in Transport and Logistics –Warehousing and StorageLocation: Casuarina, Jabiru Centre CampusesAttendance options: Part-time internalEntry requirements: NoneDescription: Provides graduates with introductory level of knowledge and technical skills in manual handling, team working, occupational health and safety, driving/MME load shifting vehicles, vehicle inspection, loading and unloading goods and stocktaking and inventory control, and customer service, product knowledge and handling skills

Course: Diploma of LogisticsLocation: Casuarina CampusAttendance options: Part-time internalEntry requirements: NoneDescription: Qualification generally required to advance in or gain recognition of involvement in integrated logistics management in the road transport, warehousing, distribution, and storage industries

QUEENSLANDGRIFFITH BUSINESS SCHOOLCourse: Graduate Certificate in Logistics and Supply Chain ManagementLocation: South Bank, Graduate Centre CampusAttendance options: External; part-time internalEntry requirements: Relevant bachelor degree; or 5 years experience within a related field at a

management or supervisory levelDescription: Focus on strategic management of the supply chain and effective and sustainable management of logistics

BREMER INSTITUTE OF TAFECourse: Certificate III in Transport and Logistics – Warehousing and StorageLocation: Workplace DeliveryAttendance options: Part-time Entry requirements: Certificate II; industry employmentDescription: For people who want to work at a supervisory level in the transport and logistics industry

Course: Certificate IV in Transport and Logistics – Warehousing and StorageLocation: Bundamba CampusAttendance options: Part-time internalEntry requirements: Certificate III or equivalentDescription: For people who want to learn how to lead a team, apply quality systems, conduct induction processes, and deliver and review training

BRISBANE NORTH INSTITUTE OF TAFECourse: Certificate IV in Transport and Logistics – Warehousing and StorageLocation: Bracken RidgeAttendance options: Part-timeEntry requirements: Certificate III or equivalentDescription: Designed for senior supervisors, managers and group team leaders to develop a higher career pathway

SOUTHERN QUEENSLAND INSTITUTE OF TAFECourse: Certificate IV in Transport and Logistics – LogisticsLocation: Toowoomba CampusEntry requirements: NoneDescription: For people who want to learn how to lead a team, apply quality systems, conduct induction processes, deliver and review training

Course: Certificate IV in Transport and Logistics – Warehousing and StorageLocation: Toowoomba CampusAttendance options: ExternalEntry requirements: Certificate III or equivalentDescription: For people who want to learn how to lead a team, apply quality systems, conduct induction processes, deliver and review training

SOUTH AUSTRALIAUNIVERSITY OF SOUTH AUSTRALIACourse: Bachelor of Management – Logistics and Supply Chain ManagementLocation: City West CampusAttendance options: External; full-time; part-time

internalEntry requirements: NoneDescription: Produces graduates with solid understanding of management and operational systems who are able to address current issues and problems within organisations and supply chains

Course: Graduate Diploma of Logistics and Supply Chain ManagementLocation: Mawson Lakes CampusAttendance options: Full-time internalEntry requirements: Bachelor degree or equivalentDescription: Provides graduates with advanced understanding of principles, practice and skills in the areas of logistics and supply chain management

Course: Graduate Diploma of Professional Practice – Logistics and Supply Chain ManagementLocation: Mawson Lakes CampusAttendance options: Full-time; part-time internalEntry requirements: Bachelor degree in related discipline or equivalentDescription: Provides opportunities for students to enhance graduate professional practice skills and readiness for professional employment together with extended core knowledge in their chosen field

TAFE SACourse: Certificate III in Transport and Logistics – Warehousing and StorageLocation: Barossa Valley CampusAttendance options: Full-time; part-time internal; Entry requirements: Completion of SACE Stage 2 (or equivalent); or any Certificate II; or TAFE SA assessment of basic skillsDescription: For people who want to learn how to coordinate goods for distribution to customers

TASMANIAUNIVERSITY OF TASMANIACourse: Bachelor of Business – Maritime and Logistics ManagementLocation: AMC Launceston CampusAttendance options: Full-time; part-time internal; ExternalEntry requirements: Year 12 or equivalentDescription: Aims to prepare students for career in shipping business and supply chain management

VICTORIACHISHOLM INSTITUTE OF TAFECourse: Certificate III in Transport and Logistics – Warehousing and StorageLocation: Dandenong CampusAttendance options: Part-time block or day releaseEntry requirements: Certificate II; industry employmentDescription: For people who want to learn how to coordinate goods for distribution to customers

Course: Diploma of LogisticsLocation: Dandenong CampusAttendance options: Full-time internalEntry requirements: Year 12 and/or relevant employment experience and/or a Certificate IV in Transport and LogisticsDescription: Suitable for people wishing to seek employment or develop their career in supervisory or management level positions in senior logistics or supply chain management positions

HOLMESGLEN TAFECourse: Vocational Graduate Cert in Logistics and Operations ManagementLocation: Chadstone CampusAttendance options: Part-time internalEntry requirements: Degrees or diploma; and/or appropriate work experienceDescription: For individuals responsible for purchasing, warehousing and logistical functions

NORTHERN MELBOURNE INSTITUTE OF TAFECourse: Diploma of LogisticsLocation: Epping CampusAttendance options: Part-time internalEntry requirements: Year 12 and/or relevant employment experience and/or a Certificate IV in Transport and LogisticsDescription: Suitable for people wishing to seek employment or develop their career in supervisory or management level positions in senior logistics or supply chain management positions

OPEN UNIVERSITIES AUSTRALIACourse: Bachelor of Business – Logistics and Supply Chain ManagementLocation: RMIT OUA CampusAttendance options: External; onlineEntry requirements: NoneDescription: Strong emphasis on general business as well as detailing logistics and supply chain specialisations

RMIT UNIVERSITYCourse: Diploma of LogisticsLocation: City CampusAttendance options: Full-time internalEntry requirements: Year 12 and/or relevant employment experience and/or a Certificate IV in Transport and LogisticsDescription: Suitable for people wishing to seek employment or develop their career in supervisory or management level positions in senior logistics or supply chain management positions

Course: Bachelor of Business – Logistics and Supply Chain ManagementLocation: City CampusAttendance options: Full-time internal





Entry requirements: Year 12 and/or relevant employment experience and/or a Certificate IV in Transport and LogisticsDescription: Produces graduates with understanding of supply chain management and general business

Course: Bachelor of Business – Logistics and Supply Chain Management (Applied)Location: City CampusAttendance options: Full-time internalEntry requirements: Year 12 or equivalent; pre-requisites: units 3 and 4 EnglishDescription: Students graduate with broad-based business knowledge, understanding and capabilities in supply chain management, logistics and transportation

Course: Master of Business – LogisticsLocation: City CampusAttendance options: Full-time internalEntry requirements: Bachelor degree (final year credit) or equivalent; experienceDescription: Aims to foster knowledge and skills in graduates, equipping them to undertake independent research

UNIVERSITY OF BALLARAT — TAFECourse: Certificate III in Transport and Logistics – Warehousing and StorageLocation: SMB Ballarat CampusAttendance options: Flexible DeliveryEntry requirements: Certificate II; industry employmentDescription: For people who want to learn how to coordinate goods for distribution to customers

Course: Certificate IV in Transport and Logistics – LogisticsLocation: SMB Ballarat CampusAttendance options: ExternalEntry requirements: NoneDescription: For people who want to learn how to lead a team, apply quality systems, conduct induction processes, deliver and review training

Course: Certificate IV in Transport and Logistics – Warehousing and StorageLocation: SMB Ballarat CampusAttendance options: ExternalEntry requirements: Certificate III or equivalentDescription: For people who want to learn how to lead a team, apply quality systems, conduct induction processes, deliver and review training

VICTORIA UNIVERSITY (VU)Course: Bachelor of Business – Global Logistics and TransportLocation: City Flinders CampusAttendance options: Full-time; part-time internalEntry requirements: Year 12 or equivalent

Description: Provides skills to deal with increasing challenges of international supply chain management and regulations

Course: Master of Business – Global Logistics and TransportLocation: City Flinders CampusAttendance options: Full-time; part-time internalEntry requirements: Relevant bachelor degree or equivalent; or equivalent professional experienceDescription: Trains students in economics and operations of global logistics and transport

CHISHOLM INSTITUTE TAFECourse: Certificate III in Transport and Logistics – Warehousing and StorageLocation: Dandenong CampusAttendance options: Part-time block or day releaseEntry requirements: Certificate II; industry employmentDescription: For people who want to learn how to coordinate goods for distribution to customers

Course: Diploma of LogisticsLocation: Dandenong CampusAttendance options: Full-time internalEntry requirements: Year 12 and/or relevant employment experience and/or a Certificate IV in Transport and LogisticsDescription: Suitable for people wishing to seek employment or develop their career in supervisory or management level positions in senior logistics or supply chain management positions

KANGAN INSTITUTE, TAFE VICCourse: Diploma of LogisticsLocation: Broadmeadows CampusAttendance options: Part-time internalEntry requirements: Year 12 and/or relevant employment experience and/or a Certificate IV in Transport and LogisticsDescription: Suitable for people wishing to seek employment or develop their career in supervisory or management level positions in senior logistics or supply chain management positions

SWINBURNE UNIVERSITY OF TECHNOLOGYCourse: Certificate IV in Transport and Logistics - Warehousing and StorageLocation: TAFE Croydon CampusAttendance options: Flexible deliveryEntry requirements: Certificate III or equivalentDescription: For people who want to learn how to lead a team, apply quality systems, conduct induction processes, deliver and review training

Course: Graduate Certificate in Business Management - Supply Chain ManagementLocation: TAFE Hawthorn Campus

Attendance options: Full-time internal; part-time internalEntry requirements: Degree, diploma or equivalent; or 3 to 5 years experience in senior quality managementDescription: Provides students with complex principles and practices, knowledge and attitudes which will enable them to perform the duties of managing and guiding industry and organisations in supply chain management

WODONGA INSTITUTE OF TAFECourse: Diploma of LogisticsLocation: WodongaAttendance options: Full-time internal; part-time internalEntry requirements: Year 12 and/or relevant employment experience and/or a Certificate IV in Transport and LogisticsDescription: Suitable for people wishing to seek employment or develop their career in supervisory or management level positions in senior logistics or supply chain management positions

WESTERN AUSTRALIACURTIN GRADUATE SCHOOL OF BUSINESSCourse: Graduate Diploma of Logistics and Supply Chain ManagementLocation: Bentley CampusAttendance options: Full-time internal; part-time internalEntry requirements: Bachelor degree in field other than business, economics, commerce or equivalent; or graduate certificate in approved discipline; or significant professional experienceDescription: Designed for professional logistics specialists who are interested in significantly advancing their careers in the area of logistics and supply chain management

Course: Master of LogisticsLocation: BentleyAttendance options: External; full-time internal; part-time internalEntry requirements: Bachelor degree; or graduate diploma in business, economics or commerce; or significant professional experienceDescription: Designed for those seeking to advance their careers in the area of logistics and supply chain management

CENTRAL INSTITUTE OF TECHNOLOGY OF TAFECourse: Diploma of PurchasingLocation: Bentley CampusAttendance options: Part-time internalEntry requirements: Certificate IV in Purchasing or other relevant qualification, relevant experience, or equivalentDescription: Reflects the role of individuals who

possess a sound theoretical knowledge base in purchasing and demonstrate a range of managerial skills to ensure that purchasing activities are effectively conducted in an organisation or business area

CHALLENGER INSTITUTE OF TECHNOLOGY OF TAFECourse: Certificate III in Transport and Logistics - Warehousing and StorageLocation: Fremantle Maritime CentreAttendance options: Part-time block or day releaseEntry requirements: NoneDescription: For people who want to learn how to coordinate goods for distribution to customers

Course: Certificate IV in Transport and Logistics - Warehousing and StorageLocation: Fremantle Maritime CentreAttendance options: Flexible delivery; part-time internalEntry requirements: NoneDescription: For people who want to learn how to lead a team, apply quality systems, conduct induction processes, deliver and review training

DURACK INSTITUTE OF TECHNOLOGY OF TAFE Course: Certificate IV in Transport and Logistics - Warehousing and StorageLocation: Geraldton CampusAttendance options: Flexible delivery; full-time internalEntry requirements: NoneDescription: For people who want to learn how to lead a team, apply quality systems, conduct induction processes, deliver and review training

PILBARA TAFECourse: Certificate III in Transport and Logistics - Warehousing and StorageLogistics: Tom Price, Pundulmurra, Minurmarghali Mia CampusesAttendance options: External; flexible delivery; part-time block or day releaseEntry requirements: NoneDescription: For people who want to learn how to coordinate goods for distribution to customers

SOUTH WEST REGIONAL COLLEGE OF TAFECourse: Certificate III in Transport and Logistics - Warehousing and StorageLocation: Bunbury CampusAttendance options: Flexible deliveryEntry requirements: NoneDescription: For people who want to learn how to coordinate goods for distribution to customers

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