A STEP-CHANGE FOR THE AUSTRALIAN LOGISTICS COUNCIL STRATEGIC PLAN 2014-2016
PO Box 20 DEAKIN WEST ACT 2600 P:+61 2 6273 0755 F:+61 2 6273 3073 E: admin@austlogistics.com.au www.austlogistics.com.au Australian Logistics Council, May 2014 P2 STRATEGIC PLAN 2011-
CONTENTS CHAIR INTRODUCTION 2 CEO INTRODUCTION 3 ABOUT US 4 WHAT WE DO 4 WHO ARE OUR CURRENT STAKEHOLDERS 5 WHERE WE ARE TODAY 6 ACHIEVING THE STEP CHANGE: WHERE WE WANT TO BE 7 HOW WE WILL GET THERE; FOUR STEPS TO SUCCESS 8 OUR ORGANISATIONAL STRUCTURE 10
CHAIR INTRODUCTION The Australian Logistics Council aspires to be the peak business council for the Australian logistics industry. The Australian Logistics Council 2014-2016 Strategic Plan will deliver on ALC s aim to implement a step change in the way in which it advocates on behalf of the freight logistics industry to improve supply chain efficiency. ALC will achieve this by adopting a more proactive approach to government advocacy and industry engagement. ALC will be the leader in the national debate on critical issues affecting the Australian logistics supply chain industry. Membership of ALC will give industry a seat at the table in the major decisions affecting the Australian logistics supply chain industry. ALC will work in collaboration with its members and other stakeholders to promote and encourage greater recognition by Government and the community of the importance of the freight logistics industry s contribution to Australia s economy. ALC will work with government at all levels to ensure it considers the needs of freight logistics in its investment and policy decisions in order to develop efficient national supply chains and to maximise their benefits to the national economy. A safe, productive and efficient freight logistics industry is important to all Australians. It supports all other sectors of the economy including our retail, manufacturing, mining, energy, communications and construction sectors. This Strategic Plan ensures that ALC will maintain and proactively build on its traditions of advocacy excellence and collaboration to ensure Australia has safe, secure, reliable, sustainable and internationally competitive supply chains. Don Telford Chairman Australian Logistics Council ALC WILL BE THE LEADER IN THE NATIONAL DEBATE ON CRITICAL ISSUES AFFECTING THE AUSTRALIAN LOGISTICS SUPPLY CHAIN INDUSTRY P2 STRATEGIC PLAN 2014-2016
CEO INTRODUCTION The election of a new Federal Government in 2013 has raised expectations and increased the focus on ongoing reform in the critical areas of infrastructure investment and regulatory reform. It is therefore essential that ALC adopt a more proactive advocacy stance to promote safe and efficient supply chains. The national freight task is set to double from 2010 levels by 2030 and nearly triple by 2050. That freight should be moved as efficiently as possible, otherwise the living standards of all Australians will be reduced. The key to achieving this is the provision of nationally significant infrastructure, underpinned by a national best-practice regulatory framework and seamless information transfer across the freight logistics industry; all of which supports improved productivity. A key strategic shift for ALC over the next three years is to proactively build on our capacity for advocacy outcomes with industry, community and all levels of Government. There are a number of emerging and critical logistics issues requiring ongoing industry, community and government focus and attention to improve supply chain efficiency in Australia: Create an increased national presence for the Australian Logistics Council by effectively communicating the economic contribution and benefits of a safe, productive and efficient logistics industry. Engagement and collaboration in defining issues and developing solutions with industry, the community and with all levels of Government. Advocacy on nationally significant logistics infrastructure and resource related logistics infrastructure. Advocacy to national, state and local governments on national and best-practice regulatory reform. Promoting the adoption and development of supply chain logistics safety best practices through the ALC National Logistics Safety Code. The Strategic Plan 2014-2016 consolidates these emerging and critical issues. It provides a framework to respond to future supply chain logistics issues to ensure we support Australian productivity and economic growth, encourage further investment to build more sustainable communities and prepare Australia for future regional, national and global challenges. Michael Kilgariff Chief Executive Officer Australian Logistics Council
ABOUT US WHAT WE DO Supply Chain Logistics Safety Ongoing development and promotion of industry driven solutions to Chain of Responsibility obligations through the National Logistics Safety Code. Communication on Chain of Responsibility obligations to company Chairs, Boards, Chief Executives and senior supply chain executives Promotion, development and administration of specific industry supply chain logistics safety codes to drive national consistency and manage Chain of Responsibility obligations Regulation Collaboration with industry, community and government to develop and implement nationally consistent and best practice logistics regulatory frameworks Advocacy to Council of Australian Governments (COAG) and Transport and Infrastructure Committee Work with industry to provide holistic comment on national, state and local government regulation Engagement and provision of comment on National Transport Commission regulatory reform Infrastructure Advocacy on nationally significant logistics infrastructure that supports improved productivity. Work with industry to provide comment on national and state freight logistics plans including the National Land Freight and National Ports strategies Collaboration with the private sector to harness greater investment in infrastructure Work with industry and government to ensure greater transparency and rigour behind nationally significant infrastructure Work with industry and government to ensure resource related infrastructure including roads, rail, shipping and ports are designed and implemented utilising best practice methodologies Technology Work with industry and government to ensure national consistency in the development and implementation of regulatory frameworks for new technologies, such as in-vehicle telematics. Work to promote greater recognition and more widespread adoption of technologies that will underpin improved productivity, efficiency and safety outcomes across the supply chain Encourage increased focus on energy efficiency in transport and logistics delivery Support industry efforts to enhance productivity through greater utilisation of technologies, such as automation P4 STRATEGIC PLAN 2014-2016
WHO ARE OUR CURRENT STAKEHOLDERS Government Stakeholders Council of Australian Governments Transport and Infrastructure Council Department of Infrastructure and Regional Development Related Commonwealth and state Government departments Transport and Infrastructure Senior Officials Committee National Transport Commission Infrastructure Australia and state infrastructure organisations National Regulators Productivity Commission Safe Work Australia Local government organisations and authorities Industry Stakeholders National logistics and supply chain: Customers Providers Infrastructure owners Service and product suppliers National and state allied industry associations International transport and logistics organisations THE NATIONAL FREIGHT TASK IS SET TO DOUBLE BY 2030 AND NEARLY TRIPLE BY 2050 P5
WHERE WE ARE TODAY During the period 2010-2013 ALC has reinforced its position as the national voice of the Australian freight logistics industry. We have achieved this by taking a leadership position on a range of issues with the aim of improving supply chain efficiency. ALC s advocacy efforts have elevated the needs of freight in governments decision making, with a primary focus on improving productivity, efficiency and safety in the industry. In particular, ALC has: Developed and promoted industry driven solutions to Chain of Responsibility obligations through the National Logistics Safety Code. Doubled its membership Highlighted to all levels of government practical measures to improve supply chain efficiency through submissions and presentations to a range of government reviews on infrastructure and regulation policy Raised the profile of the economic contribution of the freight logistics industry to the Australian economy through proactive government and media engagement. Presented at a range of major national infrastructure, regulation and safety events to raise the profile of the freight logistics industry Successfully run the annual ALC Forum bringing together over 300 key government and industry decision makers annually to discuss key freight logistics issues. The high level of speakers and delegates attending the event has cemented the Forum as Australia s premier freight logistics and supply chain event. Facilitated joint Dialogue workshops between Department of Infrastructure and ALC members Produced the Annual ALC Yearbook Future Freight Logistics Advocated to all levels of Government for example: ALC 2013 Election Priorities documents - Time to Deliver ; and Stronger Supply Chains: A Stronger Australia as well as developed policies on: Heavy Vehicle Charging and Investment Reform National Transport Laws Airports Port Botany Safety Safe Rates Established Working Groups on Supply Chain Standards, Pallets and ICT. P6 STRATEGIC PLAN 2014-2016
ACHIEVING THE STEP CHANGE: WHERE WE WANT TO BE AIM BUSINESS INTENT OUR VALUES To represent the major Australian logistics supply chain customers, providers, infrastructure owners and suppliers. VISION To be the lead advocacy organisation that industry, the community and government collaborates with to ensure Australia has safe, secure, reliable, sustainable and internationally competitive supply chains. To provide a link between industry, government and the community to promote effective freight logistics supply chain policy with regards to regulation, infrastructure, safety and technology. Accountable: Committed to delivering sound evidence-based supply chain logistics advocacy on behalf of our members Collaborative: Working within appropriate legal and governance frameworks to support the effective delivery of supply chain logistics advocacy Innovative: Continuously scanning the environment to leverage opportunities and information to provide innovative best practice supply chain logistics advocacy Responsive: Quickly responding to emerging logistics issues to ensure Australia has safe, secure, reliable, sustainable and internally competitive supply chains Effective: Work with industry, the community and government to ensure Australian freight supply chain outcomes are cohesive and collaborative Efficient: Effective utilisation of our resources to ensure that our staff are supported to deliver proactive and high quality advocacy and policy advice P7
HOW WE WILL GET THERE; FOUR STEPS TO SUCCESS The Strategic Plan 2014-2016 set a clear direction for the ALC over the next three years. That direction is expressed in our four strategic goals: NATIONALLY RECOGNISED: (THE LEADER) LEADING ADVOCATE: (THE PROMOTER) Be the nationally recognised leading voice of Australia s logistics supply chain industry. The key performance indicators that will assist us to measure whether we have achieved this goal include: ALC will represent the top major Australian logistics customers, providers, infrastructure owners, and suppliers. Influence of national logistics supply chain policy Government views ALC as the premier source of logistics supply chain policy advice ALC National Logistics Safety Code is viewed by government and industry as a reputable and high quality tool for chain of responsibility compliance High level awareness of corporate Board and Executive Chain of Responsibility obligations Be the leading advocate of appropriate national policy to ensure Australia enjoys the full benefits of supply chain logistics safety and efficiency. The key performance indicators that will assist the ALC Board to measure whether we have achieved this goal will be: The annual development and successful rollout of a proactive business plan, aimed at achieving the ALC Strategic Plan P8 STRATEGIC PLAN 2014-2016
ECONOMIC CONTRIBUTION: (THE ADVOCATOR) EXPERT IN WORKING TOGETHER: (THE COLLABORATOR) Promote and encourage greater recognition by government and the community of the importance of the freight logistics supply chain industry s contribution to Australia s economy. The key performance indicator that will assist us to measure whether we have achieved this goal include: All tiers of government and the community have a clear understanding of the contribution that the logistics supply chain makes to the Australian economy Recognised as the organisation that collaborates with stakeholders to identify supply chain logistics issues to develop and action solutions. The key performance indicator that will assist us to measure whether we have achieved this goal include: Collaborate with ALC Members and all levels of government to ensure the delivery of efficient and effective freight supply chain outcomes Identify other relevant stakeholders and work with them to develop proactive policies and safety codes RECOGNISED AS THE ORGANISATION THAT COLLABORATES WITH STAKEHOLDERS TO IDENTIFY SUPPLY CHAIN LOGISTICS ISSUES TO DEVELOP AND ACTION SOLUTIONS. P9
OUR ORGANISATIONAL STRUCTURE ALC Secretariat ALC BOARD Membership & Finance Committee Infrastructure Policy Committee Regulation Policy Committee Safety Committee Technology Committee Working Groups National Logistics Safety Code P10 STRATEGIC PLAN 2014-2016