If we need logistics expertise why don’t we just recruit a new manager?

Logistics is a bit of an open-ended concept, so how can we define the scope of a project tightly enough to ensure that our consultant delivers?

We know what our logistics goals are, so why don’t we just set up a small internal team to deal with this?

We have two choices: a specialist firm like Asia Logistics Limited and a very large firm. Who should we choose?

What should we look for in a logistics consultant?

How do you charge?

What is your methodology?

 

 

If we need logistics expertise why don’t we just recruit a new manager?

Sometimes this is the right solution. But there isn’t such a large pool of available and experienced logistics specialists, while the really good people will tend to be attracted to careers with the largest multinationals and 3PL’s. You may end up recruiting someone who can follow orders but who cannot work out what the orders should be.

There will often be an option to use a consultant to define your logistics roadmap or diagnose your problems / opportunities and design a project program to resolve them. You will then be able to maximize the benefit from any external hires, or even promote from within your Company. From a professional standpoint we are always keen to coach our clients' own staff and help them to develop their own skills and training in logistics.

 

Logistics is a bit of an open-ended concept, so how can we define the scope of a project tightly enough to ensure that our consultant delivers?

It often happens that consulting projects can only be loosely defined: “save cost” / “improve service” / “update our technology” etc. In this kind of situation your best strategy may be to commission the consultant to carry out a brief investigation project that is geared to diagnosing the issues and proposing options for addressing them. This type of work can take as little as two or three weeks and is where a consultant can often deliver maximum value. You will then be in a much better position to judge the skill and value of the consultant, and will be able to commission any further work on a more tightly-defined basis and with a clear budget.

 

We know what our logistics goals are, so why don’t we just set up a small internal team to deal with this?

No problem. In fact we frequently work alongside internal teams – delivering in-depth technical skills as well as diagnostic and project-management experience. Having these skills on board will help to achieve your goals quicker and more incisively than an internal team who may be feeling their way around in the dark. (You get better value because you are paying for highly-focused expertise, while using your own resources to keep the project moving along more economically). Asia Logistics Limited does projects "with" our clients, not “to” them.

 

We have two choices: a specialist firm like Asia Logistics Limited and a very large firm. Who should we choose?

We will be substantially less expensive than a very large firm, and by using us you will always have the same point of contact from the initial meeting right through to the end of the project. Satisfying the needs of your business will be of the utmost importance to us, because yours will not be one of dozens of projects under way at any time. However, because we are a smaller firm, we do not engage in projects requiring the deployment of large teams of consultants, and in such cases the large firms will be a better choice for you. You may consider using us to help define a major project (e.g. selection and implementation of new I.T. for your entire supply chain), so that you use our assistance to win the best value for money from the large consulting / technology firms.

What should we look for in a logistics consultant?

Bear in mind that “logistics” and “consulting” are two very different skill sets. You can appoint a logistics professional to carry out a project, but if he or she lacks consulting skills you may – for example - end up with a good technical report on what should be done, but no internal conviction within your Company as to the right way forward. If you appoint a consultant with no in-depth logistics experience you are at least doubling your risks.

Other than that, look for “done it before” experience relating to your particular needs, and relating to your industry sector. Ensure that the consultant who has “done it before” is actually on the team that is going to do the work, rather than merely being there for the sales meetings. If in doubt, follow up references. Effective consultants will have no problem in getting past clients to speak in their favour.

 

How do you charge?

We agree a scope of work with our clients, and define the number of days work we will need to carry out, and the project duration. We are happy to share the work with clients’ own staff allocated to the project. Fees are based entirely upon time spent. Expenses can be based on “actual”, or on a fixed rate per day basis which tends to be simpler to administer. For longer projects we bill at intervals based upon completion of pre-defined stages. There will not be any “surprises” in our fees. Since setting up in 1995, Asia Logistics Limited has never had a bad debt and has never had to dispute with a client over fees.

 

What is your methodology?

We don’t do cookie-cutter work, and our approach to each project is designed around the particular needs of each client. We are thoroughly conversant with all logistics / supply chain management principles and global Best Practices, but we treat these as guidelines for designing a project approach, not as ends in themselves. Our view is that “methodologies” are often adopted by large competitors who put less experienced staff on a project using a painting-by-numbers approach.