Description
Please review the attached documents and ask that in the documents, you carefully review the first two
Unformatted Attachment Preview
Assignment 1: Import Plan
Proposed structure (approx. 4,000 words +/- 10%) (You can modify & add more)
Table of Contents (guideline is TOC is needed whenever you have an Intro & Conclusion)
Executive Summary (guideline is ES/Abstract is needed whenever you have an Intro & Conclusion)
• Not counted into the final word count
• Write at a short & high-level perspective, what this Import Plan is all about.
[1] Introduction
• Write the Purpose/Objective of this Import Plan ~ Trading Business (buying FG-Selling in retails)
• Identify yourself as the Buyer/Consignee/Receiving party
• Describe the overall view of the product (nature & physical characteristics), its Supply Chain using
containerised seafreight & land transport, contents of your Import plan, E.g. decisions to be made,
justifications of these decision, cost & sustainability aspects (add process flow chart, pictures &
other illustrations)
[2] Procurement Plan
2.1 Market Research on the demand for your product
2.2 Sourcing – Selection of the supplier of your product (Decision & Justification; sustainability)
– Identify 2 or 3 countries that produces this product
– Make a decision & justify which country you want to buy this product from.
– Ethical Sourcing (sustainability, Cost $$$)
2.3 Negotiation with your Supplier ~ Product Price, Sea-freight shipment Incoterms, delivery frequency
of orders & expected quantity of the orders & quality of product (Decision & Justification)
2.4 Forging a Purchasing Contract with that chosen Supplier.
2.5 How the Purchase Orders (PO) are to be sent to your Supplier – frequency and quantity.
2.6 Cost involved in this Procurement Plan (Cost $$$) ~ refer to Lesson 03 pg 26
2.7 Acknowledgement of your PO from the Supplier
• Describe how the supplier is expected to acknowledge your PO.
• Supplier should send you an Advanced Ship Notice (ASN), Vessel & Route details and schedule of
the expected ETA of the cargo, depending on the frequency of your orders.
[3] Import Freight (International cargo) Shipment Plan
• Add a process flow chart or route map (from Supplier’s premises to your warehouse in Singapore).
• Packing and Packaging methods of your Product (Decision, Justification, sustainability, e.g. materials
used in the packing & packaging)
o Packaging – describe how the final product is packed E.g. plastic bags, vacuum sealed, etc.
(Decision, Justification, Sustainability and Costs $$$)
o Packing – describe how your product is packed in wooden crates, Styrofoam boxes, skids, small
boxes, small cartons, inner cartons, how many cartons in an outer carton, how many outer
cartons in one pallet, how many pallets in one Container. (Decision, Justification, Sustainability
materials & Costs $$$)
• Use Multimodal Transport as a movement method (Decision, justification)
o Select an international Freight Forwarder (Decision, justification)
• Selected Incoterms (Decision, Justification & Costs $$$)
o [Hint: Please research & understand these Incoterms for this segment. www.searates.com ]
o Please choose either CIF, CFR or FOB. Do not choose EXW (Ex-Works), DDP (Delivered-DutyPaid) or the rest of the Incoterms.
o FOB: Free-on-Board (the ship). Cargo is owned by the Seller up to the point when the cargo is
lifted onto the Ocean Liner at the Export Seaport. Thereafter, the Buyer takes over ownership
of the cargo once it comes on board the Ship.
o CIF: Cost, Insurance and Freight. Cargo & the Marine Insurance is owned by the Seller until it
reaches the Import Seaport.
Page 1 of 2
Assignment 1: Import Plan
o
•
•
CFR: Cost and Freight. Cargo is owned by the Seller until it reaches the Import Seaport. The
Marine Insurance is usually negotiated & not 100% covered by the Seller. Can be shared cost
or covered entirely by the Buyer.
Containerisation process at the Export factory/warehouse
Describe the Route from the chosen supplier’s premises to the Singapore Seaport.
[4] Import (Containerised) Port operations (Singapore PSA)
• Containerised Import Process and Docking Procedures (add a process flow)
• Stevedoring (Lifting of cargo on/off the vessel) handling activities (Cost $$$)
• Import Port handling charges – drayage, shunting, storage (Cost $$$)
• Import Customs Clearance procedures, & requirements (insert a process flow; Cost $$$)
• Import Customs Documentation needed
o Shipping documentation ~ describe the (Ocean) Bill of lading
o Import Customs documentation ~ Country of Origin certification, Safety & health
certification, fumigation certification, strategic goods certification, product manufacturing
certification, etc.
o Transport Documentation ~ Delivery Order (Point to Point, E.g. SG Port to your Warehouse)
[5] Local Transportation Plan
• Arrangement for local container trucking – from Seaport to your Distribution Centre
• How is the transportation process being carried out (Decision, Justification & sustainability)?
o Sustainability ~ can be addressed on issues like E.g. pollution, CO2 emission, Noise pollution,
congestion @ seaport and road, dangerous driving, electric trucks, proper scheduling, etc.)
• Local Transportation Costs Details ($$$)
• Selecting the local trucking company to do this for you (decision, justification)
• Trucking Costs; Manpower Cost; Insurance, risks cost (Cost $$$)
[6] Local (Singapore) Distribution Centre’s Operations
• You the student, are the Buyer here. This is a Trading Business (buy the Finished Product, Store it &
then distribute it to your Retailers).
• Receiving activities including unstuffing of the container when they arrive (Cost $$$)
• Breakbulk process after receiving the products in the containers (Cost $$$)
• How you are going to store the inventory (Decision & Justification, sustainability, Storage Cost $$$)
• Any value-added activities, e.g. repacking, labelling, etc. (Decision, justification, Cost $$$)
• Write on the handling of the materials including manual work, semi-automation (Cost $$$)
• Local Distribution (short) plan
o Write on your plan on how you intend to distribute the products to the various Retail shops
(Decision & Justification)
[7] Conclusion (concussion)
• Summary of the Key findings – might be a good idea to include a summary of the total Costs ($$$)
identified in the above sections
• Statement to declare that you have met the Import Plan Purpose/Objective
References (minimum 15)
Appendix (if any)
Page 2 of 2
Capacity Management in the Western
Australian Hire Equipment Industry
There must be a comprehensive title page
Assessment Report XXX:
Name: ABCD ABCD
Student ID:
Date:
Unit Code and Unit Name
UC: A/Professor Richard Oloruntoba
Curtin University, Western Australia.
1
Executive Summary There must be a comprehensive executive summary describing aims and purposes of the
report, its findings and conclusions. Executive summary is not an introduction and should not be written as such.
The aim of this report is to discuss if a relatively small hire equipment company starting out
in the Pilbara should increase its capabilities to meet the current demand in the Pilbara. We
list the current capabilities and areas of concern involved in the expansion and then discuss
various alternate strategies to replace the initial strategy of capital expenditure.
Expansion through capital expenditure would require investment in equipment, increasing of
staff capabilities, larger facilities, and upgrades to the IT department. The company’s current
relationships with customers in the area and joint venture with local community foundations
can be leveraged to increase brand awareness and customer engagement, and in turn increase
demand for equipment.
Alternative options identified for increasing capacity include joint ventures, outsourcing
(rehires), business acquisitions, reallocation of national fleet and labour hire.
Our findings include enlisting stakeholders internal and external to review each option to
provide recommendations to the board and parent company for approval.
Our recommendation is to not rely solely on capital investment for the capacity expansion in
an uncertain market, and to employ some or all of the alternate strategies as a safety net in
case of any failures.
There must be page numbers and table of contents
2
Table of Contents
1.0
Introduction ……………………………………………………………………………………………………… 5
2.0
The Company and The Industry ………………………………………………………………………….. 5
2.1
3.0
3.1
The TBG Pilbara Business Expansion………………………………………………………………. 5
Operational Analysis of the Proposed Capacity Expansion ……………………………………… 6
Market Demand in the Pilbara…………………………………………………………………………… 6
3.2 Acquisition of Equipment/Capital Expenditure ……………………………………………………. 7
3.3
Original Equipment Manufacturer (OEM) Capabilities …………………………………………. 7
3.4
Human Resources……………………………………………………………………………………………. 7
3.5
Information Technology (IT) ……………………………………………………………………………. 7
3.6
Customer Loyalty ……………………………………………………………………………………………. 7
3.7
Reputation and Sustainability …………………………………………………………………………….. 8
3.8
Facilities ………………………………………………………………………………………………………… 8
4.0
SWOT Analysis ………………………………………………………………………………………………… 9
4.1
Strengths ………………………………………………………………………………………………………… 9
4.2
Weaknesses ……………………………………………………………………………………………………. 9
4.3
Opportunities ………………………………………………………………………………………………….. 9
4.4
Threats …………………………………………………………………………………………………………… 9
5.0
Alternatives ……………………………………………………………………………………………………. 10
5.1 Joint Ventures………………………………………………………………………………………………… 10
5.2 Acquisitions …………………………………………………………………………………………………… 10
5.3 Rehiring/Outsourcing ……………………………………………………………………………………… 10
5.4 Relocating Equipment Categories …………………………………………………………………….. 10
5.5 OEM’s Equipment as a Service ………………………………………………………………………… 11
5.6 Labour /Clontarf Foundation ……………………………………………………………………………. 11
6.0
Decision Making Recommendations for Implementation ………………………………………. 11
6.1 The Operations ……………………………………………………………………………………………….. 12
3
6.2 Business Performance …………………………………………………………………………………….. 12
6.3 Business benefits and opportunities …………………………………………………………………… 12
7.0
Conclusion……………………………………………………………………………………………………… 13
8.0
Word Count ……………………………………………………………………………………………………. 13
9.0
References ……………………………………………………………………………………………………… 13
4
1. Introduction
Capacity planning and management for business expansion is a costly and risky exercise in
markets of uncertainty (Mishra et al. 2017). The Western Australian Pilbara mining and
resources industry has many large high-profile projects in progress resulting in short supply of
hire equipment in all areas (ABC Premium News 2021). Tutt Bryant Group are relatively new
to the hire industry in the Pilbara, and we discuss their strategic options for capital expansion.
1.1.The Company and The Industry
Tutt Bryant Industries (TBI) was purchased by a Singapore owned equipment sales company
in 1996, with the intention to break into the Australian market for construction equipment hire
and sales (Cranes Today 1996). The largest division of the business is the supply of lifting
cranes and heavy transport movements to the mining and resources sector, where relationships
have been built with companies like Woodside, with branches located nationally (West 2009).
In 2010 TBI were ranked 13th in the world for specialised transport operations (International
Cranes & Specialized Transport 2010). TBI recorded a 15% increase to revenue in 2021
(Khadem 2021).
Now called Tutt Bryant Group, TBG have recently been expanding the hire equipment division
into the Western Australian Pilbara mining and resources region (Heavy Lift News 2021). TBG
has joined with a local Karratha and Roebourne Aboriginal foundation (Ngarluma Yindjibarndi
Foundation LTD NYFL) with the goal to supply quality equipment and local based customer
service, while providing training and employment opportunities for the local indigenous
community (Heavy Lift News 2021). The name of the joint venture is Garlbagu Tutt Bryant,
Garlbagu meaning ‘Rise up’ (Heavy Lift News 2021).
The hire rental market in the Pilbara is very competitive and with the recent announcement of
the Scarborough Gas Project, equipment demand is only going to increase (ABC Premium
News 2021). The 16.5 billion Scarborough Gas Project has been approved as a joint venture
between Woodside and BHP in Karratha (ABC Premium News 2021).
2..The TBG Pilbara Business Expansion
The TBG hire equipment supply capabilities are not as extensive nor do they have the variety,
volume or variation compared to their competitors in the Pilbara. Coates Hire, the largest
Australian owned hire equipment supply company in Australia, has over 150 branches
5
nationally and over a million pieces of equipment in more than 24 different categories (Coates
2021). TBI have 6741 pieces of equipment nationally in 12 categories (Tutt Bryant 2021).
The issue for discussion and review is should TBG continue with the expansion into the Pilbara
mining and resources sector and if so where should they draw the line on increasing their
capabilities. Continued expansion and investment will require research and risk analysis to be
presented to the Board and parent company in Singapore, to secure approval and capital
investment in equipment (Brown, Bessant, and Jia 2018). TBG has an existing relationship
with Woodside and can leverage on this relationship while tendering for the Scarborough
Project if they choose to do so (ABC Premium News 2021).
3. Operational Analysis of the Proposed Capacity Expansion
We discuss the impacts and issues of concern for TBG, if they proceed with the proposed
expansion, in the theories of Strategic Operations Management, focusing on Capacity
Management. Capacity planning is about understanding the company’s capabilities on how to
meet market demands, while not overcommitting at the expense of customer satisfaction
(Brown, Bessant, and Jia 2018). TBG cannot currently meet the demands of the market in the
Pilbara and need to evaluate if expanding their capabilities is beneficial to TBG and to the
market (Brown, Bessant, and Jia 2018). Sections and sub-sections must be numbered according to headings
convention i.e. subsections must be in smaller font than sections
3.1. Market Demand in the Pilbara
Supply and demand control the input and outputs of capacity planning (Brown, Bessant, and
Jia 2018). Hire equipment in the Pilbara is in high demand with some product categories in
short supply. TBG need to ensure they have sufficient equipment, labour and resources to be
competitive and valuable to the market (Brown, Bessant, and Jia 2018). In 2013 there was a
slowdown in the WA Mining Industry which saw 5000 job losses and towns left unsustainable
(Brueckner et al. 2014). TBG need to have contingencies in place to protect the community
and ensure they themselves are not left with too much capital affecting profit and business
viability, in the event of another slowdown (Brueckner et al. 2014). Humphreys (2019)
discusses how the performance of the mining industry in Australia is cyclical and therefore
highs and lows are inevitable. Deloitte (2017) report that in 2015-16 the Pilbara mining industry
economic contribution was “$37.8 billion in ‘value add’ and 93,800 FTE jobs” (Deloitte 2017,
15).
6
3.2. Acquisition of Equipment/Capital Expenditure
In February 2021 a competitor, Onsite Rental Group, successfully refinanced $253M of debt
(Onsite Rental Group 2021). They had recently won a very large tender to supply Fortescue
Metals Group for the next 5 years and without the investment would not have the financial
strength or flexibility to meet the contracts demands (Onsite Rental Group 2021). TBG would
need the backing of its parent company to secure such funds if they were to win a tender of this
magnitude.
3.3. Original Equipment Manufacturer (OEM) Capabilities
Approval of capital expenditure is only the beginning of the equipment acquisition. Currently
due to the Covid-19 Pandemic equipment OEMs that supply the equipment required to service
the mining industry are bottlenecked with orders (Taqi et al. 2020). It can take years from the
point of purchase to the delivery of the equipment in the current market (Taqi et al. 2020).
3.4. Human Resources
With the mining sector still working at capacity in Western Australia and the 2 years of border
restrictions, it has become increasing difficult to find skilled labour in the Pilbara (Australian
Broadcasting Corporation 2021). If TBG were to expand its capabilities it would need to
employ qualified mechanics to sufficiently service the equipment to ensure quality of supply
and customer service (Brown, Bessant, and Jia 2018).
3.5. Information Technology (IT)
TBG’s IT department and its capabilities should be reviewed regularly to ensure they have the
ability to react quickly to changing markets (Cepeda and Arias Perez 2019). Equipment
management systems, payroll systems, accounts payable systems etc, all need to be able to
function effectively and efficiently and be agile during a business expansion (Cepeda and Arias
Perez 2019).
3.6. Customer Loyalty
It is difficult to influence customer loyalty and engagement in a competitive industry where
tenders are prepared and decided by salespeople and procurement officers in locations absent
from where the project is being completed (Dhasan and Aryupong 2019). The new local TBG
team should put emphasis on delivering quality equipment and stand out service at local
projects to increase brand awareness and encourage repurchase (Dhasan and Aryupong 2019).
7
3.7. Reputation and Sustainability
Corporate social responsibility (CSR) is an important and growing capability and shared value
amongst businesses in all industries, especially in mining and resources (Cleary 2014). TBG’s
joint venture ‘Garlbagu Tutt Bryant’ demonstrates their commitment to community in
providing support and employment opportunities for the local Ngarluma Yindjibarndi people
(Tutt Bryant 2021). The community has long been disadvantaged by the increase in living costs
from the inception of the mining industry in the Roebourne and Karratha regions (Cleary 2014).
In the past the Yindjibarndi people have been embattled in years of litigation and legal
proceedings to be rightfully reimbursed for their land, and TBG need to ensure they continue
to be fair and just in their involvement with the Ngarluma Yindjibarndi community (Cleary
2014).
3.8. Facilities
TBG Hire Division have a facility in Karratha that they share with the Lift and Shift Division.
Increasing of capabilities to the size of its competitors such as Coates and Onsite may see the
need for an additional facility and workshop at an extra expense to the business (Brown,
Bessant, and Jia 2018). Figure 1 shows the current minimal equipment capabilities at the
Karratha facility (Heavy Lift News 2021). Illustrations, tables in text that are relevant must be labelled and
numbered
Figure 1: Garlbagu Tutt Bryant Karratha Facility Equipment (Heavy Lift News, 2021).
8
4.0 SWOT Analysis
The following SWOT analysis summarises the strengths/weaknesses of TBG’s current
position in the Pilbara and considers opportunities/threats from the industry, in relation
to the proposed capacity expansion in the Pilbara:
4.1. Strengths Avoid using dot points. Explain yourself
TBI has the backing and support of a wealthy Singapore owned parent company.
Existing relationships with key stakeholders in companies such as Woodside.
Small base of new quality equipment and sufficient staff to service current
demands.
Garlbagu Tutt Bryant joint venture with Ngarluma Yindjibarndi Foundation
LTD (NYFL) encourages sustainability and supports the local community.
4.2. Weaknesses
Current capacity of equipment and staff levels limits expansion without
investment.
Does the current Karratha facility have capacity to support the capacity
expansion?
IT capabilities need ongoing upgrades and improvements for business agility.
4.3. Opportunities
Competitors have shortage of equipment in some categories, TBG can take
advantage of this with new purchases.
Customers are constantly looking for substitute suppliers who stand out and
although currently a small footprint in the Pilbara, TBG has potential to compete
and increase customer base and contracts.
4.4. Threats
Shortage of qualified diesel mechanics in the construction industry.
Border closures keeping skilled labour out of Australia.
Due to the Covid-19 pandemic, the OEM supply chain has lengthy delays with
supply of new equipment.
Competitors have volume and variety of equipment already in stock, plus preexisting long-term contracts.
9
5. Alternatives
There are alternate ways to increase equipment and labour capacity and capabilities for TBG
without solely relying on the parent company for investment in capital. These alternatives are
described below.
5.1. Joint Ventures
TBG already have a joint venture (JV) with crane company ‘Cranecorp’ with the media release
stating “Cranecorp Tutt Bryant Joint-Venture aims to create a single ‘all-in-one’ source of
supply for cranes, heavy lifting, heavy transportation and alternative lift & shift solutions” (Tutt
Bryant 2021, para.1). The JV increasing the capabilities of TBG Heavy Lift division through
increased volume and variety of equipment and labour services (Tutt Bryant 2021). A joint
venture with a competing hire company would increase the equipment capabilities of TBG
without needing capital investment. There are risks involved in this alternative where quality
of equipment and labour from the JV company would need to be monitored to ensure
compliance to protect brand and reputation (Dhasan and Aryupong 2019).
5.2. Acquisitions
This year TBG Heavy Lift division acquired a company called 600 Cranes Australasia
increasing their capabilities in heavy lift equipment manufacture, sales, service and
maintenance support (Tutt Bryant 2021). TBG’s Hire division may also use this acquisition
strategy to increase hire equipment capabilities for the Pilbara projects such as the Scarborough
Gas Project, if the quality and type of equipment meets the demand of the market (Dhasan and
Aryupong 2019).
5.3. Rehiring/Outsourcing
Rehiring is a common practise in the hire equipment market where the hiring company does
not have the equipment to meet their customers’ requirements, so they hire off from
competitors. Agreements need to be in place to protect from potential disputes that may arise
in the sharing of hire equipment, so that neither party is left out of pocket (Levi et al 2020).
5.4. Relocating Equipment Categories
Equipment that has low demand in the Pilbara by TBG should either be sold to free up funds
for new equipment or swapped for other more valuable units from the TBG national fleet. This
process maximises asset value and return on capital investment decisions (Johnstone and
Wagenhofer 2018). Johnstone and Wagenhofer (2018) argue that strategies to ensure optimum
10
capacity levels to maximise profit are more effective than setting prices and making risk
adverse decisions.
5.5. OEM’s Equipment as a Service
With the current shortages of equipment to be purchased from OEM’s in the hire equipment
market, Deloitte (2021) suggest OEM’s take an ‘equipment as a service’ approach. Instead of
selling equipment out right, they could offer ‘pay per hour’ or ‘pay per usage’ and incorporate
additional services of providing consumables and maintenance support as packages (Deloitte
2021). TBG have a very successful equipment sales division that they could expand on in this
‘equipment as a service’ model for customers like Woodside with a complete service offering
(Deloitte 2021).
5.6. Labour /Clontarf Foundation
Expanding TBG’s capabilities in the Pilbara will need additional labour brought on board
which we have already discussed the current shortage in the industry due to the pandemic
(Australian Broadcasting Corporation 2021). TBG are already supporting the Garlbagu Tutt
Bryant initiative with employment opportunities, but there are other organisations that can use
the support in the area (Tutt Bryant 2021). “The Clontarf Foundation exists to improve the
education, discipline, life skills, self-esteem and employment prospects of young Aboriginal
and Torres Strait Islander men and by doing so equips them to participate more meaningfully
in society.” (Clontarf Foundation 2021, para.1). Clontarf have 136 Academies within 149
schools in Australia, providing their students opportunities with companies such as BHP and
Woodside, and TBG could offer additional opportunities for young men who are looking for
alternate employment options (Clontarf Foundation 2021).
6. Decision Making Recommendations for Implementation
There is a plethora of literature around strategic decision making in business that need to be
considered prior to making such investment and capacity management expansion decisions
(Johnstone and Wagenhofer 2018; Nguyen and Wang 2019; Mishra et al. 2017). Costs involved
with increasing capacity are often irreversible and are costly as the process may not be able to
be completed in stages, while the business waits for changes in demand (Mishra et al. 2017).
11
6.1. The Operations
In the research stages there needs to be an invitation for stakeholder engagement by way of
working groups to brainstorm the possibilities and outcomes, positive or negative (Tickle,
Mann, and Adebanjo 2016). Stakeholders from all areas of the business, and potentially outside
consultants, should be encouraged to provide input as to promote allegiance to the cause and
in turn their support to implement change when required (Tickle, Mann, and Adebanjo 2016).
From working groups, to strategic action plans and steering groups, a continuous improvement
strategy is required to ensure TBG stays the course and identifies any risks and issues in the
early stages (Tickle, Mann, and Adebanjo 2016).
6.2. Business Performance
Performance after capacity expansion will depend on which strategies the stakeholder working
groups decide are suitable for the Pilbara market, and ultimately what the board and parent
company approve (Mishra et al. 2017). We have discussed capital investment that would
involve an increase in workforce, equipment, services, IT upgrades and potentially the costs of
another facility in Karratha, including shortages of OEM equipment supply. The alternative
strategies of acquisitions, joint ventures, labour hire and outsourcing all have their advantages
and their risks and require further research and discussion. “Excess or shortage of capacity will
cause enormous loss of capacity utilisation or sales, and long-term competitiveness of a firm”
(Nguyen and Wang 2019, 927). In an uncertain market a conservative approach of a mix of the
approaches discussed to increase capacity would give a safety net if any were not profitable or
failed (Nguyen and Wang 2019).
6.3. Business benefits and opportunities
An expansion of capacity for TBG would see them be able to provide customers in the Pilbara
with the whole package of equipment requirements and services (Mishra et al. 2017). This
would see increase in output and revenue as well as highlight the positive community
contribution they are making in the corporate social responsibility space (Mishra et al. 2017).
Increase in capacity of equipment and employment opportunities will result in a larger market
share, increased brand recognition and customer satisfaction and loyalty (Mishra et al. 2017).
12
7.0 Summary and Conclusion
This report focused on the capacity planning and management area of strategic operations
management. The Pilbara mining and resources industry is booming with large projects
including Woodside and BHP’s 16.5 billion Scarborough LNG project approved to proceed
just this week. Hire equipment is in high demand and short supply in the Pilbara. We
highlighted the current capabilities of Tutt Bryant Group and the challenges to be faced if they
choose to proceed with capacity expansion of their products and services. With capital
expenditure the first port of call for capacity expansion in business, we provided alternatives
that could be used as safety nets in an uncertain market. Capacity expansion through capital
investment is expensive and time consuming and although the alternatives do have risks
involved, they may be the only option to meet demand during the current shortages of
equipment supply from OEM’s.
13
8. References Referencing must include full bibliographic details. Choose Chicago or APA 6th ed and be consistent in either
Australian Broadcasting Corporation. 2021. “Miners struggle to meet jobs demand behind
closed borders.” January 14, 2021. https://global-factivacom.eu1.proxy.openathens.net/ha/default.aspx#./!?&_suid=163747927951101738855
8871123339
ABC Premium News. 2021. “Woodside’s Scarborough Decision Sparks Perth Protest as CEO
Meg O’Neill Defends Project: Woodside CEO Meg O’Neill Says the Scarborough Gas
Project is Important to Meet the World’s Energy Needs as Protesters Gather Outside
the Company’s Perth Offices.” November 23, 2021. https://www.proquest.com/wirefeeds/woodsides-scarborough-decision-sparks-perth/docview/2601115650/se2?accountid=10382.
Brown, Steve, John Bessant, and Fu Jia. 2018. Strategic Operations Management, 4th Edition,
Routledge.
Brueckner, Martin, Durey, Angela, Mayes, Robyn, and Pforr, Christof, eds. 2014. Resource
Curse or Cure ? : On the Sustainability of Development in Western Australia. Berlin,
Heidelberg: Springer Berlin / Heidelberg. Accessed November 21, 2021. ProQuest
Ebook Central.
Cepeda, Juan and José Arias-Pérez. 2019. “Information Technology Capabilities and Organizational
Agility: The Mediating Effects of Open Innovation Capabilities.” Multinational Business
Review 27 (2): 198-216. doi:http://dx.doi.org/10.1108/MBR-
11-2017-0088.
Cleary, Paul. 2014. “Native Title Contestation in Western Australia’s Pilbara Region.”
International Journal for Crime, Justice and Social Democracy 3 (3): 132-148.
doi:http://dx.doi.org/10.5204/ijcjsd.v3i3.182.
Clontarf
Foundation.
2021.
“About
Us.”
Clontarf
Foundation,
2021
Cranes Today. 1996. “Tat Hong Buys Tutts.” no. 269, December 1996: 5.
https://search.ebscohost.com/login.aspx?direct=true&AuthType=sso&db=bsu&AN=9
702091004&site=ehost-live.
Dhasan, Darwin and Mayuree Aryupong. 2019. “Effects of Product Quality, Service Quality
and Price Fairness on Customer Engagement and Customer Loyalty.” ABAC Journal
39 (2) (04). https://www.proquest.com/scholarly-journals/effects-product-qualityservice-price-fairness-on/docview/2384078050/se-2?accountid=10382.
Deloitte. 2017. ‘Mining and METS: engines of economic growth and prosperity for
Australians’ Report prepared for the Minerals Council of Australia, 2017.
https://www2.deloitte.com/content/dam/Deloitte/au/Docu
