Hitech Asia Pacific’s successful formula
Adding value by taking organisational pressure off a client is nothing new, but only few transport businesses have exhausted the concept to the degree Hitech Asia Pacific has. Could end-to-end process management be the future of transport?
With warehouses located across Australia and a head office in Wetherill Park, Hitech Asia Pacific is a transport company that has brought the ‘added value’ megatrend currently sweeping through Australian trucking to the extreme. By providing end-to-end project management services, it is effectively acting as an outsourced logistics and transport division for many a blue-chip business in the medical and IT industry. Prime Mover met CEO Tom Devjak to find out just how he would interpret the company’s role in the marketplace and how the brand concept behind it is changing the notion of truck driving as a profession.
Q: Let’s start with an inconvenient question: Is Hitech really a transport business, or could there be a more suitable term to describe it?
A: That’s a tough question. You are right if you say Hitech is not a transport company in the classic sense, even though transport is an essential part of our business. What’s different is that we do a lot of work around the actual freight moving task – from storage and distribution through to the installation of medical machinery. As such, Hitech is a very modern, highly integrated service business.
Q: You joined Hitech in late 2013 coming from TNT. What was the main drawing card for such a big change?
A: When I joined TNT after a stint with Toll, I quickly took charge of the company’s specialist services business, handling the courier business, the dedicated fleet business, as well as the taxi truck business. I also set up a new division with a focus on project management in the mining industry, which was really successful. Then I ran TNT’s international arm, again with a focus on special freight and express work. Joining Hitech from there was a logical move, given the constant exposure to highly specialised freight. It’s obviously not the same size and scope, but I liked the idea of dealing with a ‘blue chip’ customer base. Imagine: You had these global giants being serviced by what was effectively a small business at the time, so there was a huge opportunity to develop the back office of the organisation.
The full story has appeared in the November edition of Prime Mover. To get your copy, click here.