I am a Heavy Logistics Contractor
Q: We are a market-leading heavy logistics contractor with a major fleet of SPMTs, axle lines, cranes and lifting equipment, and we want to offer our clients a one-stop-shop that provides them with a full factory-to-foundation logistics service. Our knowledge is strong in land-based services but our existing shipping department, which now looks after our in-house requirements, is not experienced enough in the open market to offer our clients a full shipping package in addition to our existing service. We want you to devise and implement a long-term growth strategy, write the contract terms for the services we sell and buy-in, train staff, build our portfolio of offerings, plan and execute contracts that demonstrate our new skill-set and leave us in a position where we can confidently go into the market and sell our new service enhancement.
Q: In the past the marine and logistics service we have provided to our clients has been a small part of our portfolio and not something we have marketed as a core service. We have not seen it as being important and it has not occupied much management time or attention. But now we recognise there has been a shift in the market’s expectation and that we will be at a disadvantage if we do not address this demand from our clients. Before we set up a strategy and put it into action we want to review all options including potential JV partners and potential acquisitions that will have the right “fit”. Initially we feel that JV or acquisition is the way to go but we are not against developing our competency organically. We need a complete overview of the market covering the strengths and weaknesses of the current service-providers, the added-value when combined with our service portfolio (or degraded-value) and a clear analysis of the main advantages/disadvantages of the various routes we could take to achieve our aims.