First, the current problems faced by logistics management consulting companies
1, the change of logistics market has squeezed the market space of logistics management consulting.
First of all, the logistics market has undergone great changes, and the logistics fever still tends to be rational. A typical example is that some large domestic enterprises have begun to return rationally. For example, it is said that after Shanghai Industrial sold Datong International Transportation Company to Kerry, it vowed not to set foot in the logistics industry. Shanghai Changjiang Express began to sharpen its sword and enter the logistics industry in early 2003, but from September 2004, it began to separate logistics from express delivery and focus on air express delivery business. At present, China Airlines, Yangming and Wanhai in Taiwan Province Province jointly contribute 49%, and China Airlines holds 25% of the shares, participating in the actual operation of the Yangtze River Express under Dahai Airlines. The Yangtze River will also fade out of the logistics business market, and the original strategic plan of investing nearly 10 billion will also be lost. These changes in the market directly lead to the shrinking demand for logistics consulting business.
Judging from my actual consulting business, in 2004, our management consulting business was dominated by enterprises, especially private enterprises, while in 2005, it was dominated by government and foreign major consulting logistics. It also reflects the changes in the logistics market from one side.
2. The low level of logistics management consulting destroys the ecology of logistics management consulting market.
Most domestic logistics management consulting companies are extended from universities. Although they have a lot of consulting experience in practical enterprises, they are only good at figuring out customers' intentions, putting forward ideas and talking empty words. Some companies are transformed from software companies and equipment companies, and their own limitations are obvious, and the fairness of consulting is questionable. From the development of logistics consulting in China, logistics management consulting is still in the primary stage, which is either concept speculation (mostly university professors or affiliated universities) or consulting to solve some problems, mainly software companies, equipment companies, design institutes and so on. These consultations have indeed solved some problems, but it is difficult to give customers a complete and scientific consulting solution.
It is worth mentioning that the level of consultants in some consulting companies is very low. Although they graduated from famous universities with master's, doctor's and MBA degrees, they don't even know the basic consulting methods, and even have a little knowledge of professional knowledge. They even pretended to consult, and the result can be imagined. There seems to be a lot of such people, and they are still flooding in the logistics consulting industry. Consulting projects not only fail to achieve the predetermined goals, but also destroy the ecological environment of the logistics consulting market, leading enterprises and all walks of life to be skeptical about consulting.
3. The consulting awareness of enterprises in China is relatively poor.
Management consulting is not only about consulting companies, but also about enterprises themselves. No consultant can know himself better than the enterprise. But unfortunately, many customers think that if you pay the consultation fee, you must give me what I want, otherwise your consultation will fail. Therefore, many consulting projects have not achieved the expected results.
Secondly, I don't know the value of consultation. Many customers think that if I pay the consulting fee, you will give me a 100 page consulting report. The paper of these reports is made of gold. Is it worth it? Therefore, the final payment of consulting fees is often delayed.
Second, how do logistics management consulting companies find survival opportunities in the cracks
First of all, as a professional consulting company, we should practice our internal strength. In any case, the logistics market exists. At the same time, logistics management is also one of the main means for enterprises to gain cost advantage in the future. Therefore, the logistics consulting market exists and will continue to expand. The key now is, can the consulting company do it? I have seen some so-called logistics management consulting schemes, and I really dare not compliment them.
Secondly, cultivate the logistics consulting market. A benign logistics consulting market needs to be cultivated by both customers and consulting companies. Consulting companies must use professional services and scientific methods to do every project case by case, so that customers can realize the value of consulting. Only in this way can a benign management consulting ecology be formed.
Third, the combination of specialization and systematization. A successful logistics management consultation goes far beyond logistics, and may also involve human resources, marketing, informationization, system implementation, finance and other aspects. Without the support of systematic knowledge, it is bound to be an incomplete consultation to talk about logistics only from the perspective of logistics.
Fourth, there is a consulting method and database. As a professional consulting company, its core competitiveness is consulting methodology, supported by professional database. At present, many logistics consulting companies have no basic methodology when consulting, and they are completely individual cases. Without in-depth study of the essence behind the phenomenon, they will be fine with consulting fees. Source: Zhihao Logistics
Fifth, the property rights relationship of consulting companies must be clear. This is fatal. If you are a customer, you should choose a consulting company with a large enterprise investment background and a consulting company run by two or three partners (if the level is the same), and you must choose a consulting company with a large enterprise background without hesitation. Unfortunately, you are completely wrong. Usually, enterprises with large enterprise backgrounds will die faster. Generally speaking, the service life of consulting companies with large enterprise background will not exceed 2 years, which is proved by cases. The life span of a partnership consulting company is much longer than that of other forms of property rights organizations. Therefore, to survive, your company's property rights must be clear.