Over the past few issues, Rail Express has expanded on the merits of Project i-TRACE, which focusses on a range of digitalisation initiatives including the standardised identification and marking of parts, components, and assets in the Australian rail industry.
Participating organisations use it to meet global data standards and support the growing use of automation in rail, to better leverage data analytics, machine learning and artificial intelligence to drive new efficiency gains and cost savings in their business.
The industry-wide initiative resulted from a collaboration between the Australasian Railway Association, global supply chain standards organisation GS1 Australia and innovative rail companies determined to digitize the rail industry, including asset and inventory management processes.
As GS1 Australia Senior Account Manager for Freight, Logistics and Industrial Sectors, Michiel Ruighaver, reminds us, GS1 licenses numbers to create globally unique identification keys for items across the supply chain (eg. rail parts, components, and assets), companies and locations.
“Just like a road authority manages and communicates the ownership of licence plates for cars,” he said.
“GS1 defines how to structure barcode symbol characteristics and data encoded in the barcode to meet ISO standards.
“This ensures the data is captured accurately and consistently across the supply chain without confusion and to ensure interoperability.
“GS1 standards are software agnostic, enabling them to be adopted into existing business applications.
Rail Express speaks with transport solutions leader Siemens Mobility about how Project i-TRACE has benefitted the company’s operations.
GETTING STARTED
Siemens Mobility warehouse manager Tim Best said adopting a standardisation approach had always been detailed in the company’s priorities.
“We have always wanted to adopt a streamlined approach to identifying product and transacting correctly and efficiently in our Enterprise Resource Planning systems,” he said.
“The Project was a great opportunity for us to do so. If the ARA had not mandated this requirement, I doubt we would have achieved what we have.”
Best said before implementing Project i-TRACE identification and barcoding standards, the process had been done manually and inefficiently.
“Our processes relied heavily on vendor labelling, product knowledge and manual data entry into our ERP system,” he said. “The Project i-TRACE framework makes transactions easier.”
The introduction of Project i-TRACE involved initial GS1 concept discussions with internal development teams and stakeholders, followed by meetings with external customers on specific GS1 guidelines and expectations.
“We introduced the GS1 labelling concept to external vendors to introduce GS1 compliant labelling,” Best said
To further reinforce the program, Siemens enabled a warehouse management module into its SAP Enterprise Resource Planning software, developed and introduced applications to manage transactions with handheld devices using GS1 barcodes, and purchased appropriate hardware, such as label printers and handheld scanning devices.
“We also updated the internal process to enable GS1 identification and barcodes to be the predominant method of transacting in our warehousing and assembly plant,” Best said.
However, in the early stages, it wasn’t all smooth sailing.
“At first, we struggled to fully understand the concept of what GS1 was, how the barcode structure actually worked and how we should use the GS1 barcode within our business,” Best said.
“But we wanted standardisation. We have since adapted our internal processes to meet GS1 guidelines and customer requirements. We have installed new infrastructure and secured networks to support the new handheld devices.
“Being a global company with divisions across the globe, it was challenging to have our implementation requirements understood and effected into our ERP system, and aligning processes within our global company framework.”
Best said the GS1 team were always on hand to assist and were helpful introducing Siemens to the concept and clarifying any technical requirements or questions.
SIMPLE STREAMLINED STANDARDISATION
The identification ease has impressed Siemens and has brought along with it many benefits.
“We have learned a great deal about how to warehouse materials correctly by standardising our storage practices,” Best said.
We also realised GS1 can be used more widely in other industries. It is not just for retail.
“We are still learning to streamline our processes so that transactions can take place using GS1 standards. Doing this will help us improve inventory accuracy and delivery performance.
“We can now scan all materials in simple transactions in real time.
“We now provide more information to our customers by embedding detail into the GS1 barcode. This means the customer no longer needs to contact us for this information.”
To make the most of the i-TRACE experience, Best offered some suggestions.
“Ensure you understand the GS1 concept fully before trying to implement it,” he said.
“Plan your implementation very carefully and do not be in a rush to get it finished all at once.
“Plan and clarify your requirements correctly with GS1 Australia and your internal development teams, as this will save you a lot of time, effort, and cost.”
“Be prepared to change your initial plans on implementation, as your concept on what GS1 is will change as you progress.”
.png){kind=small}
