Secteur Transport & Logistics Eurogroup Consulting
There is an ongoing revolution in the transport and logistics sector. As a result, its players (mobility operators, infrastructure administrators, transporters, logisticians, public bodies, etc.) have to meet major challenges and create innovatory economic models.
The sector includes public transport, infrastructure administrators, logisticians, intermodal hubs (airports, stations, etc.), transport companies, mail / parcel services and light logistics.
Innovating in a restricted and highly competitive area
Increasing competition between methods of transport (rail, air, sea, road), the steady opening of markets to competition and a shortage of financial resources are leading to changes in the economic, industrial and commercial models of operators in transport and logistics.
The goal is to optimise the costs of investment, maintenance and operation while responding to the densification of traffic and new mobility issues (the sustainable city, 3.0).
To remain efficient and avoid destabilising a transport route, infrastructure administrators must identify new sources of income generated by new potential uses, locate and operate all levers of optimisation (purchasing, make or buy, processes, etc.), and also adopt appropriate financial models.
Transport operators are consequently adapting their industrial tools and seeking innovation on every level (infrastructure funding, design and management; customer relations; market positioning; partnerships). Their planning also requires an ongoing, in-depth dialogue with their ecosystem (supervisory bodies, local authorities, industry, shippers, etc.).
Particularly in the postal sector, the digital revolution has impacted on every line of business because of decreasing volumes of mail and fewer post-office transactions. With the development of e-commerce, there is a need to meet increasing demand for punctual delivery as near to the home as possible.
In this context, the wave of regional airport privatisations provides an opportunity for their national and international development (in particular with regard to links with Asia, the Middle East and North America), guaranteeing the optimisation of state shareholdings and protecting the interests of localities.
Satisfying a more demanding clientele
Travellers and shippers are increasingly demanding on questions of punctuality and regularity. They seek best value for money and ‘seamless’ personalised mobility solutions.
In the postal sector, consumers are demanding faster, customised service, implying the radical transformation of the operation and economic models of certain lines of business, particularly logistics.
Intermodal hubs are no longer limited to their principal transport-related function. Stations, airports and other logistics platforms are becoming living spaces that prioritise the customer experience at a time when it must be redesigned with a view to further personalising of services . So these intermodal hubs are radically changing , expanding their building and operating culture to incorporate a genuine additional service culture.
Offering start-to-finish integrated transport solutions
Transport operators tend to position themselves across all methods of transport, seeking as much integration as possible in order to meet expectations without reducing traceability in terms of monitoring and information.
The challenges presented by the ‘return of logistics to the city’ is encouraging transporters and service suppliers to deploy new flow-management techniques, reconfigure their networks and update their offer all down the logistics chain, taking into account environmental constraints (e.g. soft methods).
These changes also necessitate the exploration of new partnership strategies and the development of service trades associated with flow management made possible by digital innovation.
Looking after and assisting human assets
The acceleration of adaptation has led to changes in organization, working conditions and jobs. The adoption of new working methods and tools has impacted on certain types of working practice. In this domain, quality of social dialogue and change management is a powerful lever that encourages each individual to embrace new approaches.
Solidly rooted in the world of transport and logistics, Eurogroup Consulting has long assisted the sector’s main players (air, sea, rail, river, multimodal) with their transformations, deciphering market developments, anticipating constraints, redesigning processes and developing new opportunities.
L'offre Eurogroup Consulting - Transport & Logistics Eurogroup Consulting
Improving the financial, industrial and operational performance of infrastructure administrators and transport operators
- Reshaping strategic, industrial and financial steering models to provide enhanced support for value creation.
- Improving the management of investments and the overall cost of infrastructure.
- Developing the Asset Management approach and heritage awareness.
- Increasing the safety of traffic and infrastructures.
- Modernising industrial policies and devising outsourcing strategies.
- Developing supplier relations in a partnership perspective.
- Exporting engineering skills.
- Optimising operational efficacy.
- Enhancing the strategic contribution of support functions to business (HR, Purchasing, Finance, Communication, etc.).
- Deploying a shared performance-management system for these three levers.
- Planning and implementing efficient organisation in step with strategic priorities.
- Improving the operational maintenance of rolling stock.
Taking a new approach to customer relations
- Redesigning the customer experience over the entire itinerary while integrating environmental changes (digital tools, disintermediation, etc.).
- Repositioning the customer at the centre of design and operation projects.
- Turning stations and airports into living spaces and destinations.
- Drawing up a policy of marketing and sales offers in step with changes in the customer itinerary in a multimodal, multiservice environment.
- Establishing a customer-relations strategy and aligning the organisation, process and tools.
Caring for staff assets in a situation of accelerated transformation
- Characterising the occupational impact of technical, competitive, environmental and statutory developments.
- Anticipating skills needs.
- Providing transformational support for managements and teams (e.g.: cooperative exchanges, innovation in terms of training, etc.).
- Supporting a new form of managerial legitimacy that is not based solely on technical expertise.
- Ensuring a high quality of social dialogue.
Redesigning the logistics chain (postal services, cold-chain logistics, rail and air freight companies, sea ports)
- Optimising distribution processes.
- Fully integrating the sea and river-port link in the performance of the logistics chain.
- Providing support for the marketing of new logistics offers.
- Adapting industrial and service resources to handle issues of development and regional networks.
- Conducting prospective research on new offers and traffic (urban logistics, etc.).
Bringing on board all stakeholders
- Paying increased attention to staff and all other stakeholders when preparing strategic plans.
- Ensuring the deployment and operational espousal of the approaches adopted.