Note: A cursory evaluation of the remains of this account shows there are 8 bullet points, but the first two are often developed ahead of a specialist is engaged. In nearly all cases the major significance of shipping logistics consulting is design and implementation of the last six of the subsequent 8 bullet points. We’ve found that the majority organizations that are at all professional are pretty good at knowing their difficult areas, and, because of their industry familiarity they have practical ideas for solutions. The problems appear when they fail to follow through.
Uncover the Tricky Areas - Review each step of the logistics process or link in the supply chain to reveal weaknesses . From a consultant’s viewpoint, this is typically the easiest part of the process, since it is likely to be the reason for the referral to the consultant in the first place.
Develop Ideas - All members of the logistics team in internal consultation and directed discussion consider solutions to trouble areas and set them up for resolution.
Here are the Seven Key Steps where Logistics Consulting is valuable:
Vetting Potential Solutions - At this juncture the consultant becomes especially valuable. Although problems areas and helpful ideas can be generated in house, a counselor can avoid a situation where assets are committed to a solution that is supported as a matter of corporate culture or internal politics rather than logic and empirical testing. Example: Management might have a mindset that the company is the only body capable of running an efficient and effective Warehousing and Distribution department, when utilizing a company that provides US Outsourced Warehousing and Distribution would be a far better and more efficient solution.
Practicality - If the solution has passed initially vetting, the next step must be taken. Is the solution sensible in the context of the shipping/logistics client?. At this point, normal metrics should be applied. Analysis factors are rather straightforward, but will require a greater or lesser degree of analysis depending on the facts of every case. For example: What is the dollar cost of the solution? Are the personnel resources available? What are the time constraints? Taking a wide view of the company’s current operations, is this the paramount time to execute the planned solution or are other structural or operational changes are underway in other corners of the company that take precedence? Of course, the central problem always will be: will the proposed solution result in adequate revenue increase/cost decrease to make it worth the effort?
Check The Work. This step requires the Consultant to authenticate the conclusions that recognized the practicality of the projected solution. Especially important is verification that all involved fully understand when and where the assets will come from and how the assets will be made to interact with each other if the solution goes forward. This is the last step before further resources are committed to the solution.
Specific Template. Now is the time for preparation of the flow chart or similar physical layout of the actions that will be taken to accomplish the proposed solution. As all component of the solution is laid out. In this way all aspects of the ultimate solution and their interrelationship will disclose any concluding potential implemental conflicts that would leave the possible solution less than desirable. This layout will serve as a preliminary plan of implementation.
Installation. Staffing can be one being or can be via a team headed by the project manager, staff and in house or outsourced experts, depending on the reach of the project and assets available. Communication is key, especially among the team if the team is large, but even if the “team” is one individual, top management must be kept well-versed. As the project goes ahead possible wrinkles must be measured and resolved.
Culturalization. The most thoroughly and artfully designed and installed change can be frustrated by inertia. It’s simply too easy and too natural for an organization to remain on its current course . As the components of the revised solution itself are installed, ancillary support mechanisms such as formal audit and evaluate procedures much be installed alongside do that new rules, procedures and methods are followed on an ongoing bais.
End of Engagement. A takeaway from the resolution should be the knowledge base or material developed for the solution that may be practical elsewhere in the organization. In addition, before the Shipping Logistics Consulting book is closed, the organization should be left with usable tools to evaluate the impact of the solutions going forward as well as a “tool kit” of suggestions or methodologies it can apply itself it seems like the solution is going off course. Hopefully, if these 7 steps are followed, the consultant will not have to revert to this particular solution in the future.
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Alliance Shipping Group USA are Leaders in US Outsourced Warehousing and Distribution , US Order Fulfillment Services, and , International Shipping,, Shipping Logistics Consulting
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