Outsourced logistics project management

We hold the plan for a logistics project the group has decided on: a provider change, a warehouse move, a new market launch or a network change. We chase the dependencies, control spend against the approved budget and report to the sponsor each week.

The board gets one view of date, cost and risk across your teams and every provider.

• A project charter with scope, sponsor, budget, milestones and decision rights.
• An integrated plan covering group, outgoing provider and incoming provider tasks.
• A weekly report of progress, spend against budget, risks and decisions needed.
• A risk and issue register with owners and dates.
• A close-out report with the decision record and the lessons handed to operations.

• Milestones land on the agreed date, and the share met is reported every week.
• Spend is tracked against the approved budget by workstream, so you see overspend as it forms.
• Open critical risks are listed with their age, so a risk that has sat open gets named.
• Days of parallel running with both providers are counted, which shows what the overlap costs.
• Orders delayed or lost during the transition are compared with the prior month, so the effect on customers is on the record.

Logistics changes fail in the gaps between parties. The old provider slows down, the new one is not ready, the system integration slips and the customer feels it. Each party reports its own part as green, and the project is late without anyone having been late.

• A transition date is set and no one holds the overall plan.
• Providers each report progress on their own part and nobody reconciles them.
• The project budget is spread across several cost centres.
• Decisions are taken in calls and are not recorded.
• The last logistics change ran over by months.

Chief executives and chief operating officers with a fixed logistics deadline, such as a lease ending, a contract expiring or a launch date, and no one with the time to run a project of that size alongside the business.

Qasim Abbas has spent more than 16 years inside Gulf family-based and venture-backed groups, where a missed date is cash delayed. We run your project plan as a calendar of dependencies, with the same insistence on dates.

We work with the providers' project teams and the group's system owners, on the order, warehouse and ledger systems already in place, including Xero and NetSuite for spend tracking. See how fees work.

Can you manage a project we designed ourselves?

Yes. We run delivery against the approved scope and flag any gaps we find in the plan.

How is this different from fulfilment outsourcing setup?

That service designs the operating model. This one manages delivery of any logistics change, whether or not we designed it.

Give us the date and the scope of the logistics change. At a private briefing with the Managing Partner we show how the project is structured and who leads it.