1. OPTIMISING OUR
FREIGHT
NETWORK.

2. OUR INDUSTRY
• Annual sales revenue in 2011/12 of $1.6
billion
• New Zealand’s largest horticultural exporter,
with export returns of $1.1 billion in 2011/12
– over twice the export returns of, NZ’s
second-largest fruit exporter
• Around a quarter of the Bay of Plenty’s GDP is
generated directly and indirectly by the
kiwifruit industry

3. OUR INDUSTRY
• One of the world’s largest kiwifruit exporters,
selling in 54 countries
• Growers face immense challenges over the
short- to medium-term with beating the
effects of PSA
• One of the highest per tonne revenue
commodities exported from New Zealand

4. THE FREIGHT TASK
• 7000 FEU
• 54 Chartered Reefer Vessels = 220,000 pallets
• 60 trucks on any one day doing multiple trips
(300 loads per day)
• 15 different Contracted Transport operators
nationwide
• Just in time delivery
• Product inspections within the 24 hours prior to
loading

5. FEATURES OF OUR FREIGHT TASK
• Short haul – Average cart 100 km
• District roads and State highways
• Just in time delivery to the port
means most product delivered to
the port within a 24 hour window
• Seasonal April to November (8
Months)

6. WHAT ARE THE THREE THINGS THAT
ARE THE FOUNDATION OF OUR
BUSINESS MODEL
1. Competitiveness
2. Utilisation
3. Sustainability

7. COMPETITIVENESS
• Commercial process and Commercial
outcomes encourages innovation.
• Price and service are as equally
important.

8. UTILISATION
• Maximum possible payloads for trucks
• Maximum amount of loads each day
• Shortest possible turn around times
• Reliable contractors
• Direct communication with trucks by our
dispatchers.
• Smart use of the transport pool

9. SUSTAINABILITY
Means two things to us
1. The service is provided in a sustainable
way for both the contractor and TKL.
(Long term relationships)
2. We care about our environment.
(investment in other types of energy
need to be progressed)

10. HOW DO WE UNLOCK THE
FREIGHT NETWORK
TO PROVIDE OPTIMAL OUTCOMES

11. • Work with Port companies to minimise turn around times.
• Work with empty container parks to reduce turnaround
times and increase opening hours. ( 24 HOURS A DAY ?)
• Get road controlling authorities to plan work on
infrastructure when traffic volumes are light. (Road works /
maintenance)
• Encourage road controlling authority to develop traffic
management plans that minimise disruption when
unexpected events occur.
• Continue to develop designated freight corridors into the
port and industrial areas.

12. • Lobby the Government to immediately fix the
issues with the new Road user charges
legislation.
– 8 % less freight on 80 % of the transport fleet
– 8 % increase in freight costs
– 8 % more trucks on the road
– Lack of recognition of the flexibility that tractor
unit prime movers give to operators and their
customers.

13. • Create long term certainty over
infrastructure spending
• Reduce uncertainty around legislative
changes which encourages investment
by transport operators.
• Extract value buy increasing utilisation
• Encourage work on the reduction of
the country’s Carbon Footprint

14. IN SUMMARY
• We need to stop thinking about the
cost of individual components of the
task and instead think about the overall
outcomes.
• The generators of the freight, The
Transport operators, the Port
companies and the Road controlling
authority's need to work together in a
more cohesive way.

15. THE SAME (OR LESS) NUMBER OF
TRUCKS CARTING MORE ON EACH LOAD
AND DOING MORE LOADS IN A LESSER
AMOUNT OF TIME.
= IMPROVED COMPETIVENESS FOR OUR
EXPORT BUSINESSES.