 Thank you very much for the invitation to join Air Bears. It's a fabulous event to be part of and to be with this panel is a great honour. So thank you. I'm going to go very quickly. I changed my presentation overnight because I thought pictures were better than words and I've decided to go for lots of them. I've worked in infrastructure, in transport, in freight, in supply chain, in the fresh fruit and vegetable industry. So this issue is a real one that I have a great passion for. The format for today, of course I'll talk about the importance of visibility and traceability, some approaches for achieving at some case study pilot projects, really concluding on commercial, economic and societal benefit and I always start with basic definitions. I start with these definitions whether I'm talking to CEOs and managing directors of companies in the logistics industry, in the transport industry, in the supply chain world, because I think we need to actually improve the way we understand the systems that we're trying to improve. So pretty basic. What is transport? Four tools. They're not complicated. This is the easy bit. The physical movement of goods between point A and point B. What is logistics? It adds more tools, stevedoring cranes and forklifts and it adds other things like people and communication systems to the systematic organization of goals and or services. What is supply chain? It's much more complicated. It's the interdependence and organization of supply and demand. How does Zara know what it's going to be putting on the shelf the next day so that women will buy it? How do they predict that demand? So it's a much more complex thing. And supply chains are complex systems and they involve all of these systems that are up on the screen now. And pretty much we see it as almost the DNA underpinning business. So supply chains are complex and they involve systems thinking at the first point. But then they involve things like transport and logistics and these are two different types of systems. One feeds off the other. They involve business processes, information technologies. Supply chain management is one factor of supply chains. Commercial power, my PhD was actually on the power of the supermarkets and the way they exerted over fruit and vegetable growers and wholesalers. The regulatory system is fundamental to making a good supply chain. And then of course we have the geopolitical economy issues that we have to be considering when we're talking about the markets that we're trying to be working with. This is a layer diagram and it basically tries to show an integrated value supply and logistics chain framework for say a port system. And as you see the layers, there's a demand framework, a value chain. There's the business and commercial relationships, the logistics planning, ICT, employees, skills, training, transportation and distribution, land use planning and of course governance and the institutional framework. All of these things are involved in supply chains and you have to have all of these things working well to be able to start talking about value chain. So let's keep going. The industry is complex, supply chains are complex. This is just to show you say the types of businesses that work within a port management system or a port supply chain. I worked at the port of Melbourne for a long time managing the land side strategy. This diagram here shows you hundreds of different types of businesses, not businesses. There's the port manager, the government agencies, the shipping lines, the stevedores, the cargo owners, the freight forwarders, the importers, the exporters, all involved. So communications is absolutely critical. Supply chains require point to point visibility. One of the real critical reasons is because what we've picked in our research is that business relationships come in two types in the supply chain world. Commercial where you've got dollars, where you can buy what you want and operational reliance. So for example, there is no direct relationship between say the empty container parks, which the exporters really rely on in terms of money, but they rely on them operationally. So this is a really important factor about why we need traceability and visibility in our systems, because people have different relationships. The six key elements for international supply chain efficiency are the ones in the coloured spots, customs and biosecurity, infrastructure, services quality. And then within that is the continuation of quality along the whole chain so that you have timeliness, ease of arrangements, tracking and tracing. And they're the six really important things that importers and exporters are striving to work efficiently to have an efficient supply chain, never mind to add value. Supply chains are complex interdependent systems. They involve systems within systems. They involve many private sector companies, many public agencies, many layers of regulation. Food and agribusiness products, of course, have their own special logistics requirements. We're now talking about convoluted supply chains across the world. And I think there's a bit of an error. In Australia we talk about Australian exports. It's one exporter competing against other exporters and better exporters across the world. And I think we need to see the world of supply chain in terms of what's happening globally. And I wanted to present this one case of Almare, which is the world's largest vertically integrated dairy company. It's based in Saudi Arabia. It's existed since 1977. Almare means pastures in Arabic. But you might start to be thinking, how are they doing that with dairy in Saudi Arabia? It's state-of-the-art global supply chain. They own farmland feedlots, production operations. They go to market and distribution systems. Their Holstein cows each have double productivity to the European equivalents. They do 800 million litres a year. They have seven farms in Saudi desert at 36,000 hectares. They have a fleet of several thousand trucks. They have 48,000 customers across the Gulf states. Recently, they've moved to poultry. And you can see that through this diagram that they own land and they've acquired arable land to feed their cows in the Ukraine, Poland, Argentina and Arizona. And absolutely critical to everything they do is visibility, traceability and integrated IT systems. IT is just one tool, just like a ship is, just like a truck is. But we need all of these tools working to be able to compete globally. So what is supply chain visibility and traceability? For al-Mari it's all those things and I won't read through them except the second last dot point to enable quick response times and participants to reshape demand or redirect supply according to need. This is why we need these sorts of systems. So you can know your cost, you can see your cost, you can actually then reduce your costs, improve your efficiency and then we can start talking about productivity gain. Fundamental this to that we're in a complex world and so visibility and traceability is also absolutely critical to identify and manage risk and to attempt to deal with uncertainty. Big expensive things. For corporate retailers, and I thought I'd throw this one in because I love this bit, when I first started doing supply chain in the 90s, at that time the corporate retailers across the world were getting very, very interested in traceability and visibility. Their aim was to avoid litigation and liability and to make sure that they knew exactly who had done what's wrong so they wouldn't be paying the costs. It's the supplier. So built into this as well is a very complex set of power relationships so that traceability and visibility can help companies say, yes this is my responsibility, I'll pay or no it's not my responsibility, the supplier should pay or the transport should pay or someone else should pay. Okay these are just a few project case studies that I thought you might be interested in. One is increasing demand for supply chain visibility. Across the world we do a lot of international work, a lot of work in Asia with ASEAN and APEC type organisations and various countries like Indonesia, etc. And what we're finding is across all of the work that we're doing is that supply chain businesses wherever they are, if they're succeeding, they are increasingly requiring clear, timely, relevant data and information. To manage a myriad of issues including quality, food safety, country, place of origin, environmental and sustainability issues, food labelling, food losses, food waste, product authenticity, counterfeiting issues and let's say also child labour. To make sure that they have good relationships with companies so the right things are being done for society and the world. To ensure better management and cost minimisation along this whole chain and to increase efficiency and to boost productivity if they can be efficient in the first instance. And fundamentally it's to make what is inherently complex simple. The best thing when you have a really great complex problem is how do you make it simple and this is why visibility and traceability are so important. These are the types of projects we've been working on. In APEC, seaport communication systems and these will involve say 12 countries, 20 countries in each of these projects. The last four are the ones I want to talk about now though. We've just finished last week and ASEAN Customs Transit Pilot Project allowing freight customs protected freight to move from Thailand through Malaysia into Singapore with no customs inspections at each point of the borders. At the moment they're inspected on either side of the border at each point. So this is about traceability and visibility of a container. Not what's in it, but of the container. The next one is an APEC framework for managing risk in international food supply chains. I'll take you through that and very briefly the next two that look at global data standards. And I've got to reiterate, I am not an IT person at all. It's just a tool and we need it. So in this case study we worked with APEC Asia Pacific Economic Cooperation Programs. There are about 20 odd countries involved and we had an attorney who specialises in litigation against supermarkets and food suppliers when children or people die because they've eaten the wrong product or the product that's not been cared for properly. And what we did is established a generic framework so that at every point of this chain here at the farm you'd have every bit of information that's pertinent to that quality chain and then transport, processing, transport along from say a meat and dairy producer in Victoria to Burger King in the United States. And we follow these types of supply chains where every bit of information was dropped into the system and lifted up into certificates for government agencies, etc. So you have visibility. And very important is it means you can actually have incident management. You can have a lurch. You can be watching for when something's going wrong. You can be preparing for it and identifying that risk. One of the case studies that came out of this project was a pork supply chain project from China. And we were talking with the various countries. The Philippines did one on chicken. The Vietnam did one on lettuce. Thailand did one on shrimp. And we used these four case studies to look at risk and visibility and traceability. It blew me out of the... blew me at my brain, this particular case study. Because the... Okay, thank you. Because the... It was pork fully integrated, central government-owned, and it was absolutely brilliant from the genetics all the way through and through to wholesalers and retail distribution. It looked more like a pharmaceutical company. It was absolutely perfect. We are competing with this. Two other projects, and I'll whip through wine and beef and using global data standards. And we're doing a similar one with Osroads for domestic supply chains. State-to-state issues are as bad as country-to-country issues across Asia in terms of the amount of information that's required. In conclusion, the commercial and the economic benefits, as I see it, companies can access relevant information, manage safety, quality, cost, and whole-of-chain processes. They can deal with uncertainty and manage risk from human error, deliberate or accidental cause. Traceability is only possible when the supply chain is controlled. And this leads to success for companies and more value chain improvements for nations and regions. Efficiency becomes possible, and then you can have optimization and boost productivity. But you have to have the efficiency there. And many of our companies actually don't have end-to-end efficiency yet. But their competitors elsewhere do. Critical other supply chain issues like biosecurity, child labour, OH&S issues, environmental protection, sustainability, can be managed when we have visibility and traceability. Finally, clean green and fear-free food are now universal aims. Australia, I think, needs to stop thinking that we're the only ones that do clean green. It's basic. It's fundamental. If you're successful across the world, that's what you do. I have seen some of the best companies in the underdeveloped countries doing phenomenal work with their supply chain and their value chains. We're competing against them. We're a small producer nation far from the world's main markets. It's critical to have the regulation that protects our supply chain so they can compete elsewhere and become value chains. And traceability is fundamental, I think, to Australia's capacity to compete. So thank you.