Martin Lee, Business Development executive for WiseTech Global, discusses how successful companies react to critical pressures in the Logistics Industry.
The logistics industry landscape is constantly being battered by the
rough seas of internal and external pressures. There has always been a crisis
just around the corner.
The current external
pressures within the EMEA region, for example, arise from the political stage
in the form of sanctions and counter sanctions to restrict trade with Russia,
and these are having a devastating impact on forwarders with heavy commitments
in the movement of goods to and from the area. The eruption of war and
political instability in some Middle Eastern countries bring forwarders
additional pressures as well as concern for their colleagues on the ground.
Trying to survive day to day and provide a professional service to the industry
requires courage and dedication.
These stresses cause
us to focus on the short term, on our immediate surroundings, on what we can
change here and now. This leads to the very human ‘fight-or-flight’ reactions
and ‘knee-jerk’ responses. Some companies will panic at the first signs of
difficulty when their revenue takes a drop and try to sell their company for
pennies, dropping them into the crushing depths of oblivion. Others might try
to hold onto their current position by battening down the hatches and floating
aimlessly while hoping for a return to the safety of the world they once knew.
These companies inevitably sink as they watch their market share taken by more
agile competitors. We all know the logistics industry, in one form or another, has
been around since the dawn of trade and that we need to move with the times and
tides of our environment. We must always be looking for ways to move forward,
even in the toughest of times.
Good Decisions for All Conditions
Throughout my 25
years in the logistics industry, I’ve had the benefit of working with some
great companies, through both the good times and the bad. I’ve seen what it
takes to continue to grow.
are very good at identifying commercial opportunities across all areas, globally,
and operationally. But those that succeed have flexibility built into their
operations, infrastructure, and workforce so they can look beyond the present to
future opportunities. They are able to make decisions strategically for the
Those that thrive
when the going gets tough have invested in their flexibility and their
ingenuity. They adapt to the needs and changes within the industry, and they draw
from their experience to plan for resilience in the face of internal and
Fluidity in a Structured Approach
operational processes allows you to expand and contract as customer demands
change. Structured staff development allows you to manage skill gaps, maximize
quieter times, and build loyalty. Enable your staff to be fluid and encourage
them to train in new areas, including sales.
Critical to the
better management of your staff is having a means by which you can see into their
individual workloads. When times are quiet, it’s the human nature of your staff
to stretch their workload to fill the day. By offering avenues for professional
growth, you train them to push for higher throughput and customer service. And
your staff will appreciate being involved in the success of your company.
Maintaining Operational Activity Through a Physical Disaster
The cloud is the
greatest single response to resilience. It provides you and your customers with
the flexibility to survive when disaster happens. With a virtual office, you
can work from any place that has an internet connection, secure in the
knowledge that your data is safe.
and structured flexibility – for staff, training, customers, and surroundings –
at the very heart of your organization will keep you looking beyond the ‘knee
jerk’ reactions to the crisis of your present and focus on your prosperous
Martin Lee is Business Development Executive for WiseTech Global
Media Contact: Lisa Tree, email@example.com