Southdown 2017-08-22T02:28:20+12:00
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Southdown Inland Port

Service: Asset Management


Client: KiwiRail


Dates: Current


Project Location: Otahuhu, Auckland


Frequency Role: Asset Manager


Southdown is New Zealand’s largest inland port consisting of over 7.5 hectares of land. It is branded as Metroport and moves around 6,000 containers (TEU’s) each week and 312,000 per annum, making it New Zealand’s largest Inland container port and third largest port overall. Future growth projections show the need to handle 2540 TEU’s daily, 17600+ weekly and more than 915,000 annually inside of five years. At the current rate of growth, Southdown should become New Zealand’s second largest port by 2018.

Whilst situated in KiwiRail’s Otahuhu railyards, the operation and ownership of the Metroport facility is a 50/50 Joint Venture between KiwiRail and the Ports of Tauranga. The facility itself is built on estuarine land adjacent to Manukau Harbour and is subjected to traffic loadings and frequencies that few other facilities would be able to cope with.

Given the importance of the site, KiwiRail decided to develop a comprehensive Asset Management Plan to take the Southdown site into the future. They called upon Frequency and adopted the associated change management process to implement a new approach to Asset Management.

Together, Frequency and KiwiRail worked to establish a scope of works, whose output would be a framework for establishing the Asset Management Plan and the tools to begin the change management needed to enable that plan. This framework would be underpinned by a process inclusive of procedures, tasks and templates designed to organise and gather information sufficient to populate the Asset Management Plan. Further, the framework would identify and close gaps in information requirements – where gaps couldn’t be closed, a future programme of work to resolve these was put into place, while helping to raise the organisations maturity in those areas.

Key Challenges:

  • The development of the framework was a collaboration bringing together many parts of KiwiRails’ business and supply chain. From Operations at Southdown and the KiwiRail PMO, Property and Facilities teams to external service providers, Broadspectrum and Service Engineers, both critical to the plans’ future delivery.
  • The timeframe for the project was six months from commencement to completion, this included an initial three-month period where Frequency facilitated workshops. These workshops walked stakeholders through the International Infrastructure Management Manual (IIMM), thus providing a structured backdrop for all discussions using the internationally recognised methodology. It also provided clear links back for those familiar and operating with the New Zealand Asset Management Support group (NAMS). This approach allowed these key team members to begin the change management journey as they could buy into the benefits of an Asset Management approach.
  • The latter half of the timeframe brought together the strategic inputs, technical writing and specialist technical and design inputs, giving life to the previous work. This two-phase approach was the true enabler to commencing change. The peoples’ key to the process needed to find their ‘why’ by firstly understanding what would be entailed, the benefits of their approach and what their efforts would produce. This understanding then provided the foundation for ‘how’. This created an inclusive and supportive environment, reflective of the culture needed for successful adoption of the Asset Management approach and production of the Asset Management Plan.