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There is an ongoing revolution in the transport and logistics sector. As a result, its players 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 3.0 sustainable city).
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 optimization (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.
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.
Satisfying a more demanding clientele
Travellers and shippers are increasingly demanding in terms of punctuality and regularity. They seek best value for money and ‘seamless’ personalized mobility solutions.
In the postal sector, consumers are demanding faster, customized 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 bearing in mind the personalization 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 require 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 certain types of working practices. In this domain, quality of social dialogue and change management are powerful levers that encourage the 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 transformation, deciphering market developments, anticipating constraints, redesigning processes and developing new opportunities.