4 Questions to the Australian Logistics Council’s CEO: Interview with: Michael Kilgariff, Chief Executive Officer, Australian Logistics Council, a speaker at the marcus evans Chief Logistics Officer Summit 2014, talks about the dynamic nature of the logistics industry.

1. 4 Questions to the Australian Logistics Council’s CEO
our view, there is a greater focus on
investment in passenger infrastructure,
which often takes precedent over freight
infrastructure. This is because “freight
doesn’t vote”.
The role of ALC therefore is to give
logistics that “national voice”.
Interview with: Michael Kilgariff,
Chief Executive Officer, Australian
Logistics Council
“Chief Logistics Officers (CLOs) must
be aware of the broad range of
influences on the logistics industry.
Many aspects of the supply chain are
beyond their control, so they need to
have a good understanding of all
pressure points and be alert to the
dynamic nature of the industry,”
adv ise d Mic hae l Kilgar iff , C hief
Executive Officer, Australian Logistics
Council.
A speaker at the marcus evans Chief
Logistics Officer Summit 2014, in
the Gold Coast, Australia, 24 - 26
February, Kilgariff puts the focus on the
changing freight tasking landscape in
Australia and discusses efficiency in
supply chain management.
What is challenging
Australia today?
CLOs
in
The nature of the logistics task is
changing globally, driven by internet
purchasing, changing how freight moves
through ports and distribution centres.
Freight tasking in Australia is expected
to double over the next 15 - 20 years
and triple by 2050.
This is already posing significant
pressures on roads, railway, air and in
particular port infrastructure.
As an advocacy group, we try to give
the industry a voice in government on
the national, state and local levels. In
From the Australian Logistics
Council’s efforts in strengthening
the national transport infra structure, what lessons could you
share that would help CLOs
accelerate supply chain efficiency?
In Australia, they need to be aware of
government involvement in how supply
c ha ins ar e s tr uc tur e d , f r o m a
regulatory, infrastructure and safety
perspective. They must understand the
dynamics of the supply chain to add real
value to their customers.
They need to know how various
stakeholders can actually change the
dynamics and structure of the supply
chain, the policy influences, and how
technology is changing the industry. For
example, the diminished manufacturing
industry in Australia and a growing
import task in many goods is driving
shorter supply chains that all CLOs have
to come to grips with.
How could they cut costs from the
supply chain?
Many businesses are trying to drive
efficiencies through their supply chains,
and they see logistics as one way of
achieving cost-cutting. They are also
increasingly focusing on automation, at
all levels, which I believe will continue.
From my perspective, efficiencies can be
achieved through good infrastructure
that is priced appropriately, and by
making sure CLOs do not have to deal
with different regulatory regimes.
What innovative technologies
should CLOs in Australia make
better use of?
In Australia, the logistics industry is
viewed as one of the late takers of
innovative technologies. That is an issue
we need to address.
Part of the reason is that supply chains
in Australia are very fragmented due to
the number of players, and to a great
degree, take-up of new technologies
relies on first movers, such as large
companies, to introduce technologies
that everyone then has to follow.
They must
understand
the
dynamics of
the supply
chain to add
real value
to their
customers

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About the Chief Logistics Officer Summit 2014
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and downstream efficiency, accelerating speed to market, sharpening inventory
management and adding real value for the customer.
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To view the web version of this interview, please click here: www.cloanzsummit.com/MichaelKilgariff