810.d.rc.investor presentations idealab.180612 · 6/18/2012 · tgl citod objectives 2011-2015...
TRANSCRIPT
Toll Group Level 7, 380 St Kilda Road Melbourne VIC 3004 Australia T +61 3 9694 2888 F +61 3 9694 2880 www.tollgroup.com Toll Holdings Limited ABN 25 006 592 089
18 June 2012 The Manager Australian Stock Exchange Company Announcement Office Level 4 20 Bridge Street Sydney NSW 2000
Lodged Through ASX On Line Total No. of Pages: 61
Dear Sir Toll Investor Presentations Singapore – Day 1 Toll Global Logistics Please find attached Presentation Slides for Day 1 of Toll Investor Visit in Singapore relating to:
1. Toll Global Logistics – IdeaLab 2. Toll Global Logistics – Toll Automotive,
for release to the market. Yours faithfully TOLL HOLDINGS LIMITED Bernard McInerney Company Secretary
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TOLL GLOBAL LOGISTICS
IdeaLab Presentation
v 1.0
Toll Investor Day – 18 June 2012
Andrew Lim – Director for TGL Corporate Innovation, Technology
& Operations Development (TGL CITOD)
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What is IdeaLab?
IdeaLab is Toll Global Logistics’ in-house Radio
Frequency Identification (RFID) research and
development department, working in conjunction with the
IT, solutioning and operational development teams;
partnering SBUs to drive growth through innovation, cost
effective deployment of solutions and continuous
improvement - remaining competitive, whilst creating and
delivering a differentiated nvalue for our customers.
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• Best in class WMS offerings that unlocks the full value of data contained
in our systems resulting in improved customer satisfaction, retention and
growth
• Rationalise TMS Platforms in TGL and technology translation across
business units
TGL CITOD objectives 2011-2015
Business Objective CITOD Initiatives
2. Satisfactory Return
on Capital
1. Increase growth &
revenue
• Creating technology innovations leveraging RFID and mobile solution
3. Stable, Leading
Edge Work Force
4. Safe Working
Environment
• Establishing a connected world through service oriented InfoComm to
empower users
5. Achieved Industry
Leadership
• Provide relevant, timely KPI information to the business
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IdeaLab’s innovation journey
Islands of
application Productization
Aggregate &
Consolidate
CERTHUB
Patented
2002
SG, IND, US
LMIS
1998
SG
LAMP
Patented
2005
SG
SEAT
2008
SG
ATS
2004
SG, AUS
REAP
2011
SG
FOCUS
2011
SG
Why RFID?
Supply chain automation
• Velocity – simultaneous reads
• Flexibility – no line of sight
• Accuracy – no wrong scans & data entry errors
• Capacity – high memory, serialized data & can be re-written
Real-time visibility and data quality
• Data flow in sync with physical process flow
• Data enables business process reengineering
Now Before
Dif
fere
nti
ati
on
E
nab
lem
en
t
Speed to
Market
RFID ENTERPRISE APPLICATION PLATFORM
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RFID Industry Trend F
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R&D Capabilities
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R&D Capabilities
Operational studies and process mapping
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Process solution design
R&D Capabilities F
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R&D Capabilities
Hardware fixture design
Electrical engineering
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R&D Capabilities
Software development
Network deployment
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R&D Capabilities
Equipment testing and validation
RFID physics testing
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R&D Capabilities
Product Testing & benchmarking
Tag specifications Tag benchmarking
Reader benchmarking Tag sensitivity (performance) characteristics
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Solutions
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FOCUS introduction
THE *ANY* ASSET MANAGEMENT PLATFORM…
…IN THE CLOUD
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FOCUS introduction
No need for
PC at each
read point No server
setup, no
maintenance
Easy to
deploy, easy
to scale
No network
infra hassles
Cloud-Based Architecture
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FOCUS introduction
Auxiliary Technologies Supported by Focus
Temperature /
Sensor Tags Active RFID GPS Integration
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FOCUS introduction
Linen Asset Management Platform (LAMP) – running on
Focus engine
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REAP introduction
Development journey - hardware
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REAP introduction
Development journey - Software
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REAP introduction
Funded by:
Supported by:
Technical partners:
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REAP introduction
REAP in action
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REAP introduction
REAP in action
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REAP introduction
REAP in action
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REAP introduction
Benefits
Operational productivity
and efficiency
Accuracy and error
prevention
TRUE real-time visibility
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Thank you
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For investor related information please contact:
David Shirer – Group General Manager Investor Relations - Toll Group
Phone: +61 3 8689 3226
Mobile: +61 407 512 521
Email: [email protected]
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This presentation includes “forward-looking statements.” These can be identified by words such as “may”, “should”, “anticipate”, “believe”, “intend”, “estimate” and “expect”. Statements which are not based on historic or current facts may be forward-looking statements.
Forward-looking statements are based on assumptions regarding Toll’s financial position, business strategies, plans and objectives of management for future operations and development and the environment in which Toll will operate.
Forward-looking statements are based on current views, expectations and beliefs as at the date they are expressed and which are subject to various risks and uncertainties. Actual results, performance or achievements of Toll could be materially different from those expressed in, or implied by, these forward-looking statements. The forward-looking statements contained in this presentation are not guarantees or assurances of future performance and involve known and unknown risks, uncertainties and other factors, many of which are beyond the control of Toll, which may cause the actual results, performance or achievements of Toll to differ materially from those expressed or implied by the forward-looking statements. For example, the factors that are likely to affect the results of Toll include general economic conditions in Australia and Globally; exchange rates; competition in the markets in which Toll does and will operate; weather and climate conditions; and the inherent regulatory risks in the businesses of Toll. The forward-looking statements contained in this presentation should not be taken as implying that the assumptions on which the projections have been prepared are correct or exhaustive.
Toll disclaims any responsibility for the accuracy or completeness of any forward-looking statement. Toll disclaims any responsibility to update or revise any forward-looking statement to reflect any change in Toll’s financial condition, status or affairs or any change in the events, conditions or circumstances on which a statement is based, except as required by law.
The projections or forecasts included in this presentation have not been audited, examined or otherwise reviewed by the independent auditors of Toll. Unless otherwise stated, all amounts are based on A-IFRS and are in Australian Dollars. Certain figures may be subject to rounding differences. Any market share information in this presentation is based on management estimates based on internally available information unless otherwise indicated.
You must not place undue reliance on these forward-looking statements.
This presentation is not an offer or invitation for subscription or purchase of, or a recommendation of securities. The securities referred to in these materials have not been and will not be registered under the United States Securities Act of 1933 (as amended) and may not be offered or sold in the United States absent registration or an exemption from registration.
Disclaimer F
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TOLL GLOBAL LOGISTICS
Toll Automotive
Toll Investor Tour, Singapore - 18 June 2012
Barry Clark – Regional Director, Singapore & Malaysia, and
Director, Automotive, TGL F
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Overall Automotive Strategy
1 Tianjin Anda Vehicle acquisition operative by October
2012, conclude acquisition of PrixCar Thailand
operations for entry point and push for Malaysian Vehicle
acquisition to complete matrix in Singapore / Thailand /
Malaysia
2 Leverage recent wins in Australia, China and Thailand
into India and Malaysia
3 PrixCar “One Stop Shop” for seamless vehicle import and
vehicle distribution service
4 Integrated IT System for Vehicles to reduce cost and
increase operating efficiency, service levels and support
overseas developments
5 Single point account management; modify capabilities
with customer expectations to continue growth
6 Continued strong focus on safety and compliance
7 Use of innovative equipment to reduce operating costs
and injury
8 Maintain and grow solution design capability
Lead
Grow
TGL 2015
Improve
GROW
Lead
Grow
TGL 2015
Improve
IMPROVE
Lead
Grow
TGL 2015
Improve
LEAD
Target Vertical Markets
Auto original
equipment
manufacturer’s
(OEM) & Parts
Original equipment manufacturer &
aftermarket (car, bike & machinery)
and importers
Industrial ,heavy
equipment, mining
& construction
Parts & facility management (major
distribution centre’s and in support of
specialist Co.s)
Rail & infrastructure Second hand dealers & auction
houses Key Product Offerings
Vehicle distribution,
including
relocations, private
& corporate
Compound management & vehicle
distribution for manufacturers
(including ex-wharf), dealers,
relocations, private, corporates &
premium
Transportation &
Warehouse
Operations &
Management
Management & operations of own &
customer warehouses and
operations of in-house fleet &
management of Toll Business Unit’s
on customer behalf
Limited Liability
Partnership
Provide global single point of contact
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Automotive Safety Strategy - “Think Safe - Act Safe”
Current Safety Strategy Parts reached zero LTIFR May 11 and Vehicles continues to
improve
Continued investment in safety and compliance
Zero tolerance to safety or compliance breaches or incidents.
Continue to improve performance relative to workers
compensation costs and insurance claims
Initiating national program to target zero MTI for 2012-2013
Improving competency assessed based training for all
employees based on documented standard procedures
Provide standard operating procedures and work instructions to
ensure the health and safety of all employees. Ensure
continuous improvement through auditing, investigations, risk
assessments and reviews
Continuous improvement programs targeted at collecting
improved key safety data (HSE dashboards, visitors checklist,
OHS meeting agenda etc.)
‘Back to Basics’ MHE logbook initiated for purpose of assessing
operator competencies post all MHE incidents
Equipment – ensure all plant and equipment is maintained to
ensure compliance with OH&S legislation. New equipment
designed / developed with employee safety in mind and in
consultation with employees
Participate in corporate programs such as Smarter Green
Driving
Key Safety Initiatives High management focus on review of incidents including safety
bulletins and monthly review of all incidents to promote “Think Safe
– Act Safe”
Take 5 training
Yes forms submitted by employees
Vehicle Rapid Loader & other equipment initiatives
DVD produced for ratcheting techniques
Auto tie downs to deal with high injury risk
VIC Health Checks – consider expanding nationally
Safety Week celebrations – eg. healthy eating habits
Implement new BMS – including OHS material
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Toll Vehicle Distribution Strategy
1 Tianjin Anda Vehicle acquisition MOFCOM processing,
2 Leverage AU capability and recent wins in China and
Thailand into India.
3 PrixCar “One Stop Shop” for seamless vehicle import and
vehicle distribution service
4 Integrated IT System for Vehicles to reduce cost and
increase operating efficiency, service levels and support
overseas developments
5 Single point account management; modify capabilities
with customer expectations to continue growth
6 Continued strong focus on safety and compliance
7 Use of innovative equipment to reduce operating costs
and injury
8 Maintain and grow solution design capability
Lead
Grow
TGL 2015
Improve
GROW
Lead
Grow
TGL 2015
Improve
IMPROVE
Lead
Grow
TGL 2015
Improve
LEAD
Target Vertical Markets
Auto OEM’s & Parts OEM & Aftermarket (Car, bike &
Machinery) and importers
Industrial ,heavy
equip, mining &
Construction
Parts & facility management (major
distribution Centre’s and in support
of specialist Co.s)
Rail & Infrastructure Second hand dealers & auction
houses
Key Product Offerings
Vehicle distribution,
including
relocations, private
& corporate
Compound management & vehicle
distribution for manufacturers
(including ex-wharf), dealers,
relocations, private, corporates &
premium
Transportation &
Warehouse Ops &
Management
Management & operations of own &
customer warehouses and
operations of in-house fleet &
management of Toll Business Unit’s
on customer behalf
Limited Liability
Partnership
Provide global single point of contact
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Innovative Equipment
Flatpack Roadtrain 4 Car Carrier
Prestige Enclosed Transport trailers (PET)
2 Car PET
6 Car PET
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PrixCar Integration
Combine its finished vehicle distribution service with automotive
storage, processing and rectification specialist, PrixCar, the 50-
50 joint venture between Toll and K-Line Auto-Logistics Pty
Limited
Change will provide customers with a fully integrated, end-to-end supply
chain management service, and comes in response to broader
automotive industry trends, such as the decline in local manufacturing and
the increase in vehicle imports.
PrixCar performs strongly in vehicle importing and commissioning, and
the restructure will ensure it will be well positioned to continue its growth.
The net impact of the sale will be a $75 million after tax cash inflow to Toll,
and a pre-tax gain of approximately $47 million ($37 million after tax). Toll
will retain its 50 per cent interest in PrixCar.
For the 2012 financial year, Toll Global Logistics’ finished vehicle
distribution service is expected to have revenues of around $158 million
and earnings before interest and tax of more than $11 million. Following
the restructure, Toll will account for its 50 per cent share of PrixCar’s
earnings as associate earnings
Integration Status
•Great acceptance from all stakeholders
•Functional integration teams now in process
•Strong customer support
•Stronger combined market offering
•Expect to complete end July/August
Integration Status
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China’s and India’s growth
China sales
Source: State Information Office
000’s
After strong growth in 2009 and 2010 the sales
volume slowed to less than 3% in 2011
Government intervention to support local Chinese
brands is getting stronger
Ongoing growth for India but not at the same level
in the last 2 years
Strong expansion of production capacity
J.D. Power Asia Pacific 2011 PV and LCV numbers
India sales
China segments
90 brands by 2015, compared to 45 in the US
Compact and subcompact over 50% market share
(lower margin segment)
Focus on tier 2 and 3 cities
Subcompact and Mini segment over 70% market
share (lower margin segment)
Dealership penetration not yet fully utilized
India segments
J.D. Power Asia Pacific 2011
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0 1 2 3 4 5 6 7 8
Toyota
GM
Volkswagen
Ford / Mazda
Renault/Nissan
Hyundai
Honda
PSA
Fiat
SAIC
Suzuki
FAW
Dongfeng
Changan
BMW
Daimler
Beijing Auto
Mitsubishi
Chrysler
Maruti
Guangzhou Auto
Chery Group
Subaru (Fuji Heavy)
China Aviation
BYD
Brilliance Auto
Tata
AO AvtoVAZ
JAC
Geely Group
Mahindra & Mahindra
Global
China
India
Russia
Note: JV volumes are double counted
* Indicates Independent Automakers in BRIC
*
*
* * *
*
*
*
Local automakers in China and India are attractive
customers
Local automakers are rapidly growing
in importance in the global Automotive
Industry
Large automaker groups are focusing
on their own Independent brands
Truly Independent Automakers such as
Chery, BYD, Tata
They are increasingly investing
overseas to gain technology and brand
E.g. Geely - Volvo, Tata – Jaguar
Landrover, SAIC - Rover & MG
As they grow and mature, their need for
world class logistics services is
increasing
2010 Production (millions)
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Tianjin Anda Toll Logistics – distribution network
1. Trailer fleet of over 350 sets
2. Ongoing investment and exchange / upgrading
program
3. Open and enclosed trailer availability
4. Strong China network operation with the HQ based out
of Tianjin
Distribution
Warehouses (Land area)
Branches (Customers)
Linhai (Geely)
Xian (Biyadi)
Fanyu
(Guangzhou Toyota)
Tianjin (Xiali, Toyota, BMW, Peugeot),
2 warehouses (165,000m2, 73,833m2)
Wuhu (Chery)
6 warehouses (55,431m2 owned, 5 rented sites)
Liuzhou
(SGM Wuling)
NORTH EAST
NORTH WEST
SOUTH WEST
SOUTHEAST
Wuhan
(DongfengHonda, Dongfeng Peugeot)
Guangzhou
(Guangzhou Honda, Dongfeng Nissan)
Yantai (SGM)
Qingdao (SGM Wuling)
Ningbo (Geely)
Baoding (Great Wall)
Chongqing
(Chang’An)
EAST
Regions
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Tianjin Anda Toll Logistics – multi user yard
1. Gross floor area 71,505 sqm
2. About 3,000 units storage capacity incl. rooftop
3. 2 sides access via drive up ramp
4. Ground floor with high ceiling allowing to store also
commercial vehicles as well as performing potential
technical / customization services
5. Expansion potential to double the storage capacity
MULTI USER YARD
Multi User Yard = MUY
sqm 71,505 gross floor area
5 levels incl. rooftop
capacity 2,947 units
sqm 14,301 per floor
units 589 per floor
average 24 sqm/unit incl. driveways
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Tianjin Anda Toll Logistics – VPC area
1. ‘Showroom’ type gross floor area of over 500 sqm
2. Tiled, clean and bright
3. Open height of 2 floors
4. Viewing gallery from office side
Vehicle Processing Center - VPC
1. Inspection
1. Quality
2. Technical
2. PDI services
1. Washing
2. Cleaning
3. Maintenance
3. Customization
1. Body kit installation
2. Radio and other after sales parts
3. Preparation of launch and special event cars
Services (potentials)
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Tianjin Anda Toll Logistics – Release Agent
1. High volume In plant operation
• End of assembly line take over
• Light PDI as per requirement
• Movement into storage yard
• Storage yard management
• All transport documentation / management
• Transfer to loading area
Release Agent
Transaction Status
•MOFCOM approval nearing completion
•Final valuation discussions in progress
•Integration team already on the ground
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India Market Aerial Overview
New cluster
Gujarat
• Tata Nano
• Ford
• PSA
• (MUL)
• (Toyota)
2012 1,400,000
2020 2,900,000
2012 1,100,000
2020 3,900,000
Negligible
2012 1,000,000
2020 2,000,000
Passenger vehicle
Production volume
forecast by Cluster
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Reality Check India -
Transport & Yard Management
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Equipment and network
EQUIPMENT SEGMENTS
Finished vehicle transport
- Passenger & light commercial
- Luxury vehicles
- Launch and show cars
2wheeler transport
- New trailer design allowing
vehicle or 2 wheeler loads
Commercial vehicles
- Trucks
- Tractors
- Construction and other
equipment
Toll OPPORTUNITIES
Introduction of competitive & innovative equipment
- Leveraging on Toll know how in finished &
commercial vehicle logistic and equipment design
- Combined with 5 years experience of trailer
producer in India
Economics
- Increased capacity per load with trailer design
- Less downtime & repair
Safety
- Increased safety during loading / discharging as
well as operation of the trailers
- Decreased damage %age
- 3point lashing
- Wider ramps in trailer
New network logistic
- Shuttle operation
- Major increase from present km/year of 70
to 100,000
- Metro delivery
- Present trailer equipment only allowed at
night time into towns – major delays
- Toll 4 units trailer introduction for Metro
delivery
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Toll Vehicle Distribution Approach To India
FORD Chennai plant FORD Chennai plant
FORD Sanand plant
2012-2013 START 2013-2014 DEVELOPMENT
Car Plants South and national distribution
- Local south distribution with 10 trailer
- Collaboration with Absolute Logistic in plant handling
and driver management
- Tender participation for national distribution with
additional 40 trailer
- Network development
Toll Shuttle start with:
- Network concept with Hub distribution
between
- Tamil Nadu, Chennai
- Sanand, Gujarat
Production capacity 240,000/year
Volume to South 25%
Production capacity 200,000/year
Volume to North 35% Production capacity 200,000/year
Volume to South 15%
1,800 km
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1 Organic new business growth in Australia, India,
Malaysia, Singapore & Thailand
2 Customer-led strategy into new markets.
3 Seek targeted acquisitions in China
4 Develop corporate level relationships with key
customers in their home markets to drive organic
growth
5 Build safety into every process on launch
6 Phased launch of LEAN in all operating countries in
during 2013/14
7 Standardisation of operational processes between all
countries using Australia as the model
8 Development of a People Strategy for all personnel in
alignment with Toll HR Strategy and Corporate
Values
Lead
Grow
TGL 2015
Improve
GROW
Lead
Grow
TGL 2015
Improve
IMPROVE
Lead
Grow
TGL 2015
Improve
LEAD
Target Vertical Markets
Automotive OEM & Aftermarket Car & bike
manufacturers and importers
Mining & Construction
OEM & Aftermarket Machinery
manufacturers and importers
Mining and mining services companies
Manufacturing &
Maintenance
Manufacturing companies that require
similar solutions to Auto Industry
Power &
Communications
Large scale Power and Telecom projects
and ongoing operations
Rail & Infrastructure
Large scale project facilities
Ongoing maintenance support operations
Key Product Offerings
Supply Chain Strategy
& Design
Solution design and development,
modeling and simulation
Lead Logistics
Management
Provide single point of contact to
customer for all supply chain services
Warehouse operation
& Management
Physical warehouse operations
Transportation
management &
Services
Physical transport operations
Toll Parts Logistics Strategy F
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De-risking the impact of diminishing Australian
automotive manufacturing
2007 - 100% of Automotive Components business came from the Australian Auto industry,
mostly from 3 of the 4 manufacturers Ford – broad range of supply chain services from supplier transportation (milk runs) through to Kanban and
sequenced plant deliveries and packaging
GMH – Local and Interstate transportation, cross dock operations and inbound parts management
Toyota – Milk run transportation and parts warehousing
2012 – We have moved the Components skills from the Automotive sector to spread risk Auto Manufacturers – 50%
Auto Aftermarket – 13%
Mining and Construction – 37%
Mining and Construction leading our growth outside Australia
2013 and beyond Focus on all targeted vertical markets to grow business evenly and spread ‘industry’ risk
Spread geographically to reduce ‘country’ risk
Grow with our customers in their new and growing markets
Leverage Toll’s capabilities and capacities globally to support the key Automotive and Parts related growth markets
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China case study
Customer – A domestic manufacturer of construction equipment and parts located in Eastern China (wholly owned subsidiary of a multi national)
Issues Moving from domestic to international standard in manufacturing quality
but had not followed with their supply chain
Complex inventory management issues as the number and variants of vehicles increased significantly over the previous 5 years
Commencement of an export program for dealers but no coordinated approach to parts outside of China
Management team almost completely local and been in the business for many years
Solution - We developed a multi phase approach to addressing the key issues
Phase 1 – Implement the Toll ICS (Inventory Capital Solutions)
Phase 2 - Launch a small parts DC and take over the National Parts DC (Mid 2011)
Phase 3 – Launch Parts and Equipment facilities in 3 countries to support activities outside of China (1H/2012)
Phase 4 – Establish a network of Parts DC’s throughout mainland China to support business and dealer network growth (2H/2012)
Phase 5 – Launch an integrated parts and machine distribution network (2013)
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Thailand case study
Customer – an international manufacturer and distributor of
agricultural equipment and parts.
Issues Moving from a distributor model to dealer model in a new market
Global sourcing of machinery and parts from up to 12 plants in 5 countries
Lack of direct experience in the new market
Management team almost all new and largely local
Solution – We proposed a low risk, mutual growth model focussed on the
utilisation of existing space and capabilities as the business launches
Worked with Toll Global Forwarding and Toll Thailand as a shared
opportunity to keep all business in-house
Shared warehouse with existing in-country business for Parts Distribution
Centre
Secured lease over small parcel of land adjoining our current site to utilise
as a vehicle compound for machines
Launched in-house Warehouse Management System
Leveraged existing Yamaha spare parts distribution network to improve
utilisation and deliver high service levels
Moved experienced management from other sites to launch and manage
the operation
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Komatsu – ‘One Toll’ case study
Customer – Komatsu Australia offers a full product line up with quality parts and reliable service to meet customers’ needs in the mining and construction industries.
Issues Requirement for change in DC model to meet enhanced service levels
Requirement for 3PL to support growth in Australian resources boom
Inventory visibility
Requirement for Warehouse (WMS) & Freight (FMS) Management Systems
Requirement for combined management of warehouse and distribution activities
Single point of contact for account management
One Toll Solution Simultaneous launch / transfer from prior 3PL of 4 sites (TGL)
New DC in Brisbane, scoped for current needs and future growth (TGL supported by Toll Property)
Develop existing DCs capability and capacity
Integrate WMS and FMS with Customer system (TGL & Toll Corporate IT)
Implement and develop bespoke WMS and FMS (Toll MTS) solutions
Toll MTS manages inputs from Customer via Toll WMS to allocate transport based on ‘best solution’ to multiple Toll business units, including Toll IPEC, NQX and Express
Toll MTS also manages return data from Toll’s transport BU’s and provides a central invoicing capability – 1 Invoice per period for the customer for all of Toll’s transport services
Dedicated business structure, with Toll Automotive as lead logistics manager of all Toll business units providing a seamless One Toll service to the customer.
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Summary
Continue to de-risk downturn in Australia automotive manufacturing.
Work with PrixCar board to ensure smooth transition of Toll Vehicles Australia into PrixCar
services 2H 2012.
Completion of vehicle distribution JV acquisition Tianjin Anda – China 2H 2012; and
‘hands on’ development of the business into a broader more differentiated service offering.
Continue to leverage off proven capability and new wins Australia, China and Thailand;
entering into new markets India and Malaysia.
Continue to develop leading edge points of differentiation across equipment and software
design, whilst integrating best practices into the Region.
Build on our strong focus on safety and compliance.
Continue to develop our people within the Region via geographical work exchanges and
career development.
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TOLL GLOBAL LOGISTICS
Singapore / Malaysia
Toll Investor Tour, Singapore - 18 June 2012
Barry Clark – Regional Director, Singapore & Malaysia, and
Director, Automotive, TGL F
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Target Vertical Markets
Consumer/ Healthcare
Base load, relatively less
cyclical. Build on strong existing
base
Industrial/Steel
Industry
Leverage on SG’s push to be
global marine & offshore
engineering player. Strong existing
base, for good business mix n
higher margin
Dedicated Feeder
Regional TEU and RoRo
shipping, supported by trade traffic
&/or industrial estates
Specialised Feeder
Nature minerals – vast
untapped resources in SEA –
existing capabilities to support mine
development
Energy sector – extensive
infrastructural developments in
region + burgeoning O&G sector
Business Units
Integrated Logistics
Warehousing & Distribution,
Inventory Management, Value-
Added Service
Integrated Feeder Dedicated feeder and
specialized feeder services in SEA
Toll Global Logistics – Singapore & Malaysia
Strategic intent
1 Providing a comprehensive supply chain service
offering to our targeted customers
2 Focusing on key verticals with a cross-border
management
3 Replicate success with adaptation to suit
4 Capability development in services, business
development and solutioning
5 Harness technology as key differentiator
6 Strong emphasis on excellent customer service and
continuous improvements
7 Acquisitions
Lead
Grow
TGL 2015
Improve
GROW
Lead
Grow
TGL 2015
Improve
IMPROVE
Lead
Grow
TGL 2015
Improve
LEAD
Key Success Factors
Increasing asset utilisation (warehouse, transportation
fleet, vessels)
Securing new contract wins, renewals and incremental
scope, with improved margin
End-to-end service offerings as a lock-in mechanism
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Industry & network strategy
Build supply chain expertise and business growth through a targeted customer
and industry segment focus, augmented with a compelling network
Integrated Logistics Division
Toll Global Logistics – Singapore & Malaysia
Strategic intent
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Toll Global Logistics – Singapore & Malaysia
Strategic intent
Integrated Feeder Division
Current footprint Potential Product Segments
Geothermal, O&G
DEDICATED FEEDER- Potential Growth Triangle
Minerals, Coal, O&G, Power Plant
Minerals, Coal, Coal Bed Methane, O&G,
Power Plant
Minerals, O&G
Minerals, O&G
SPECIALISED FEEDER – Potential markets
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Industry Customers
Consumer
Retail/Fashion
Healthcare
Industrial
Key Customers
Singapore and Malaysia
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Scope
P&G Prestige - Fine Fragrances & Cosmetics
Regional Hub – Warehouse & Inventory Management, Value-Added Services,
Customs Clearance & International Transportation
(in addition to RDC and NDC for general merchandise group)
Dairy Farm International – Leading retailer operating supermarkets, health and
beauty stores, convenience stores, etc
Singapore DC – Warehouse & Inventory Management, Value-Added Services
and Local Transportation
Ikea – Home furnishing and product retailer
Customs Clearance and Import & Export Haulage
(in addition to overflow warehouse management)
Exxon Mobil - Diesel HydroTreater Project in refinery in
Jurong Island
Project Management - Customs Clearance, Haulage and
Breakbulk Transportation
Recent Wins
Singapore and Malaysia
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Questions ?
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For investor related information please contact:
David Shirer – Group General Manager Investor Relations - Toll Group
Phone: +61 3 8689 3226
Mobile: +61 407 512 521
Email: [email protected]
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This presentation includes “forward-looking statements.” These can be identified by words such as “may”, “should”, “anticipate”, “believe”, “intend”, “estimate” and “expect”. Statements which are not based on historic or current facts may be forward-looking statements.
Forward-looking statements are based on assumptions regarding Toll’s financial position, business strategies, plans and objectives of management for future operations and development and the environment in which Toll will operate.
Forward-looking statements are based on current views, expectations and beliefs as at the date they are expressed and which are subject to various risks and uncertainties. Actual results, performance or achievements of Toll could be materially different from those expressed in, or implied by, these forward-looking statements. The forward-looking statements contained in this presentation are not guarantees or assurances of future performance and involve known and unknown risks, uncertainties and other factors, many of which are beyond the control of Toll, which may cause the actual results, performance or achievements of Toll to differ materially from those expressed or implied by the forward-looking statements. For example, the factors that are likely to affect the results of Toll include general economic conditions in Australia and Globally; exchange rates; competition in the markets in which Toll does and will operate; weather and climate conditions; and the inherent regulatory risks in the businesses of Toll. The forward-looking statements contained in this presentation should not be taken as implying that the assumptions on which the projections have been prepared are correct or exhaustive.
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The projections or forecasts included in this presentation have not been audited, examined or otherwise reviewed by the independent auditors of Toll. Unless otherwise stated, all amounts are based on A-IFRS and are in Australian Dollars. Certain figures may be subject to rounding differences. Any market share information in this presentation is based on management estimates based on internally available information unless otherwise indicated.
You must not place undue reliance on these forward-looking statements.
This presentation is not an offer or invitation for subscription or purchase of, or a recommendation of securities. The securities referred to in these materials have not been and will not be registered under the United States Securities Act of 1933 (as amended) and may not be offered or sold in the United States absent registration or an exemption from registration.
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