In high-volume supply chains, small inefficiencies compound quickly. Thousands of wasted kilometres. Excess fuel consumption. Labour costs that creep up without anyone noticing. For Visy Logistics, the challenge wasn’t a lack of effort. It was a lack of visibility.
The Situation
Visy Logistics is a major division of Visy, one of Australia’s largest packaging and recycling companies. They provide end-to-end supply chain solutions including intermodal transport, warehousing, and international freight forwarding. Their customers span steel and heavy metals, food and beverage, retail, agriculture, building and construction, and oil and gas.
The network is complex. Moving steel coil, scrap metal, paper reels, glass, beverages, and timber across the country requires careful planning. Every decision about network configuration, bidding, contract negotiation, and day-to-day operations has downstream consequences. Visy needed a better way to make those decisions.
The Challenge
Visy came to Opturion with a straightforward problem: how do we move more with less?
They weren’t looking to cut corners or reduce service levels. They wanted to understand the trade-offs between cost and service, optimise their asset utilisation, and make decisions based on data rather than gut feel.
The complexity came from the scale. Thousands of movements across multiple modes. Different customer requirements. Different equipment. Different routes. A spreadsheet simply couldn’t handle that level of complexity.
The Solution
Opturion provided Visy with the Dynamic Transport Optimiser (DTO), a decision intelligence platform that models the entire transport network and identifies opportunities for improvement.
The DTO helps Visy answer questions like:
- What is the optimal network configuration?
- How should we bid for new contracts?
- How do we negotiate better rates?
- How do we optimise daily operations across the fleet?
Rather than looking at individual routes in isolation, the DTO considers the entire system. It balances cost against service. It identifies where assets are underutilised and where they’re stretched. It finds the sweet spot between efficiency and reliability.
The Results
The partnership has delivered measurable improvements.
Asset utilisation improved by up to 20%. Visy is getting more out of the assets they already have, without buying new trucks or hiring more drivers.
Operating costs reduced by up to 10%. Lower costs mean better margins, more competitive pricing, and a stronger position in the market.
More importantly, Visy now has a repeatable, data-driven process for making strategic decisions. Whether it’s bidding for a new contract or renegotiating an existing one, they have the intelligence to back up their choices.
Why It Matters
Visy operates in a competitive industry where margins are tight and customer expectations are high. The ability to make better decisions, faster, is a genuine competitive advantage.
This isn’t about replacing human judgement. It’s about giving people the tools they need to make better judgement calls. The DTO doesn’t tell Visy what to do. It shows them what’s possible.
