In addition to its offices throughout Asia, Australia and NZ, Transtar has set up an affiliation with a third party agent based in Rotterdam. Transtar has agreed to allow the third-party agent to trade under the Transtar brandname.
Mid 2005 Transtar opened its European Headquarters to meet import and exporter demands for Asia/Europe trade and Oceania/Europe Trade. Despite the Economical and financial crisis – hitting the various economies throughout the various countries in Europe from 2010 and onwards – our European office and branch continues to meet the challenging customer demands.
In 2013 the office was relocated to another office with a small warehouse to offer pick and pack services, short storage and other warehouse facilities.
Transtar commenced operations in Melbourne in 1986. Transtar opened new branches in Sydney (1991), Melbourne (Tullamarine, 1998) for customs and airfreight, Brisbane (1999) and Auckland (2006).
Transtar has also built a significant warehouse footprint in Australia and New Zealand. Transtar’s warehouses have a current storage capacity of 13,000+ pallets (including cross dock). The warehouses operate in a narrow aisle/high capacity configuration with emphasis on maximum storage and highest yield. Aside from 3PL activity, there is significant cross dock activity, in addition to handling groupage containers from Transtar’s stations in Asia.
In China, Transtar does not operate warehouses in its own right, instead using third parties (this is consistent with other participants in the market). This approach does not impede Transtar’s ability to undertake successful buyers consolidation and upstream logistics activities on behalf of its customers.
In an increasingly competitive environment, Transtar recognised the need to differentiate itself from the traditional freight forwarding providers. Accordingly, in 2008 Transtar embarked on a strategy to expand its operations into Asia with the view to:
In recent times, Transtar has relocated a number of back office roles and some customer service roles to its offices in China (primarily Shanghai and Wuhan), a strategy which has resulted in significant labour cost reductions and productivity benefits. To properly commercialise its operations in China, Transtar set up a WFOE (Wholly Foreign Owned Enterprise) and met the requirements of the Chinese government to obtain two ‘A’ class licenses (one in Shanghai and the other in Shenzhen). Implementing the appropriate corporate structure and obtaining accreditation was both time consuming and costly, however Transtar now benefits from a significant competitive advantage versus its Australian and NZ competitors.