A year into the job, Qantas Freight Executive Manager Lisa Brock takes a swipe at IATA Cargo 2000 initiatives, says gains are too slow
By Anna Game-Lopata and Darren Baguley | February 14, 2012
A year into the job, Qantas Freight Executive Manager Lisa Brock takes a swipe at International Air Transport
Association (IATA)
Cargo 2000 initiatives, saying gains are too slow.
Speaking exclusively with SCR, Brock says data quality gains from IATA Cargo 2000 initiatives, aimed at standardising processes that improve efficiencies for the worldwide air cargo industry,
are being frustrated by parties who can’t “keep up”.
Brock, appointed to head the international air cargo and logistics division of Qantas Airways in February 2011, is responsible for leading the strategic direction of its portfolio of global interests.
“Our customers and our customers’ customers want a level of transparency well beyond that offered by traditional tracking,” Brock says.
“It is no longer good enough for carriers to just to uplift the shipment and deliver it at destination.
“Among calls for broad efficiency gains, both customers and administrators are asking airlines provide real time data.”
Directly related to this is the issue of data quality.
“IATA has made some progress with its message improvement and Cargo 2000 initiatives but the gains have been slow.
“For contemporary technology to be the enabler for automating and improving the required processes all parties need to keep up,” Brock says.
While Brock understandably won’t reveal the guilty parties failing to “keep up” she is quick to point to Qantas Freight’s commitment to technology and processes.
“We are continuing to invest heavily in process improvements using technology as an enabler,” she says.
“In September last year, we completed a multimillion dollar replacement of our legacy core operating systems with a single platform, next generation system. Advancing the efficiency opportunities this presents is a key focus for us now.”
Brock adds air freight, like Qantas Freight’s domestic and express operations it is at the premium end of the logistics chain.
“This means customers demand quick and efficient processing of their shipments. As a business we also need to be flexible to meet our customer’s needs.
“We introduced a dedicated trans-Tasman freighter operation during the GFC and have since grown that capacity and now operate our own Qantas Freight branded aircraft.
Brock believes security, safety and initiatives such as carbon taxes will have a very big influence on the regulatory reform agenda.
“While a necessary part of the process, such initiatives have the potential to make already complex processes more so if not handled properly,” she says.
“While safety will always remain our first priority, we have a vision to be known for excellence in freight services.
“In order to achieve this we are focussing on leveraging our integrated freight network, capitalising on opportunities in Asia Pacific, delivering a marketing leading offering and achieving operating excellence.”
“These ‘pillars’ to our vision are underpinned by us as a business attracting and retaining a highly engaged and passionate team of people.”
See
the full feature about Lisa Brock in SupplyChain Review’s April issue out at the end of March.