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Warehouse Robot

Our Work.

Powered by the Asia Pacific’s #1 business transformation consultancy.

$10 Billion of projects delivered.

$5 Billion of project improvements created.

80% of our work is referrals or repeat business.

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New Zealand Post Network Strategic Review 

Due to the growth of ecommerce, parcel and packet volumes are experiencing significant pressure and expected to continue to grow strongly into the future. NZ Post’s sortation capacity was already under considerable pressure, breaching available capacity during peak times. Sortation of mail & packets and courier parcels had different flows, driving complexity in network operations. The network needed sortation capacity that could grow with volume, deal with peak processing nearly double the average and provide a high level of flexibility on a day-to-day basis.

Engaged to design an integrated delivery network strategy that would meet future customer expectations in a cost-efficient manner and enable NZ Post to maintain their position as the dominant delivery service provider in a dynamic open and competitive environment.


Developed a strategy for an efficient modular processing network backbone that can grow with demand and provide capabilities to differentiate from competitors.

SingPost’s future Ecommerce demands

SingPost has been facing a sharp decline in letter volume and with ecommerce growing, it has been seeing a huge increase in its Packet and Parcel volume.

This can cause processing capacity issues and there was a need to look into a solution that can accommodate forecast volume growth and reduce fixed costs.

Reviewed the current processes at SingPost to identify tactical and strategic opportunities and proposed an alternative network to support SingPost’s growth in ecommerce demands.


From this, recommended an overall strategy on processing facilities for letters, flats, packets, and parcels.


We identified a suitable processing technology, with included automated solutions such as autonomous mobile robotics (AMRs), to significantly lower labour cost. We also designed a future network with a flexible, scalable sorting solution that seeks to maximise labour and footprint efficiency.


As part of the strategy, we also identified consolidation opportunities in downstream delivery branches by leveraging automation upstream.

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Coca Cola Bottlers Japan supply chain

CCBJI had a complex, large-scale, legacy supply chain with about 200 stockholding locations in Tokyo alone.


This was exacerbated by external factors including a significant labour shortage in the logistics industry due to an ageing population, a complex and inefficient supply chain network, and more fragmented customer order profiles.


Innovative solutions were required to mitigate these issues in a region where industrial property is scarce and global MHS vendors are under-represented.

Applied our proven 3-step network strategy methodology to eventually design a simpler, safer, and lower cost network.


As part of this, designed five new automated DCs for CCBJI across Japan, including in Saitama, which went live in February 2021.


Each of these DCs will comprise about 65,000 pallet locations in a 30m high ASRS solution and automated case picks running at about 56,000,000 cases per annum.


In particular, the Saitama DC has 21 automated robots for pallet building, and 21 aisles with shuttles for picking. There are also automated depalletize stations in the DC, and an automated storage and retrieval system with 45,000 pallet locations.


With these automated solutions, which are also scalable and agile, CCBJI is expected to achieve more than 10 per cent opex savings annually while also addressing the forecasted labour shortage challenge in Japan.

Global Energy Management Specialist, Contract Compliance System

The client is a leading multinational specialist in electricity distribution and produces installation components for energy management. 


The client had no automated solution for auditing and checking all invoices. The only way to ensure compliance was for the client to allocate manual resources to check invoices against the agreed contract terms manually, this was rarely undertaken due to the lack of available resource capacity.


Led the implementation of the client’s Contract Compliance System (CCS) to ensure full compliance of outsourced expenditure by automatically checking invoices at a line item level against agreed contract terms to identify overcharges prior or post payment. This streamlined invoice auditing and provided a layer of financial control for the client. TMX identified additional optimisation and process improvement opportunities across all vendors/services. 

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One Mount Group’s hybrid model

1MG experienced exponential growth in the comprehensive digital ecosystem it had built to improve transaction activities for Vietnamese consumers.

In order to keep up with the increased volumes and its fast-paced growth, 1MG required a scalable operating model that would allow them to bring their currently outsourced distribution centres (DCs) in-house.


This was extra challenging as incumbent third-party logistics players (3PLs) lacked the required capabilities and were reluctant to invest in innovation, while 1MG did not have any experience running the operations in-house.

Based on TMX’s review of 1MG’s short- and long-term design for their DCs and transport network, TMX developed a detailed “hybrid” operating model which was able to suit 1MG’s needs.


This allows for the use of a warehouse management system that can match their current and future needs, in tandem with TMX’s design.


This design can be executed in the short-term but having taken into account the 1MG forecast and client concerns, the design could be expanded in the longer-term to include future green-field DCs.


The proposed “hybrid” model will also allow 1MG to ramp-up capabilities in the next two years before they transition into bringing operation completely in-house.

Myer Omnichannel Supply Chain Strategy

We were asked to procure and deliver a new facility as part of an overall supply chain transformation.

In line with a supply chain strategy delivered, Myer needed to procure a new facility in the Sydney Metropolitan area. Myer had a number of tight timeframes to meet as well as a complex Materials Handling Solutions to integrate into the new facility.

Additionally, Myer needed support to ensure the facility they procured had the most competitive terms while fully meeting their requirements.

The new facility was opened within 6 months of commencement with the whole Network Transformation delivering a major EBIT shift for the business.

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Temple & Webster Ecommerce Last-mile Strategy

Temple & Webster has been experiencing significant growth in the past few years. Its supply chain is outsourced and has been predominantly focused on fulfilling growth and servicing customers with no holistic strategy. An in-house delivery trial identified a direct correlation between repeat purchases and high customer experiences, which prompted further investigation.

We undertook a strategic review of the client’s supply chain network and developed an optimal future supply chain network, last-mile operating model, provided the client with a pragmatic transformation plan and business case.


We supported the client with a last-mile network strategy to support future growth and strategic ambitions, including exploration of offering logistics fulfillment services to suppliers & control the bulk-goods delivery task. 

International Logistics RFP for a Leading Rice Food Company

The client is a leading Australian rice food company, growing and marketing food products under recognisable labels. TMX supported the Client with a Freight Forwarding & Customs Clearance RFP for two of their largest business units. 

We supported the Client by using industry knowledge to invite potential respondents and develop an RFP Pack to direct the RFP to a desired result. TMX were able to assist the client through submission assessment, negotiation tactics and respondent management.


Our support was able to result in a 3% saving from the incumbent carrier; who retained the service, while maintaining service levels.

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