Reference
"We worked with Mr. Kurzbuch for several months on a project-related basis in the area of business development in contract logistics. His broad knowledge and many years of experience in the industry helped us enormously in focusing our strategy. Instead of a theoretical consultant, we had a thoroughbred logistics expert with a hands-on mentality at our side,
who was greatly appreciated by all team members. Working with him would be a great asset
to any company. Thank you very much for the excellent cooperation at all times!"
Nicolas Gallenkamp, Chief Executive Officer, NOSTA Group
"As a member of the NOSTA Group, and also as a person, Jan Steinacker, I greatly appreciate Detlef Kurzbuch's support and logistical passion. With the necessary pragmatism and a pronounced ability to adapt to our organizational structures, Detlef helped us professionalize our sales approach in a short space of time. With new structures, reporting, and initiatives, we have sharpened our existing customer focus, sustainably filled our sales pipeline, and thus set the right course in a challenging market environment. Thank you very much, Detlef, and we wish you all the best in your broad and diverse areas of responsibility!"
Jan Steinacker, Head of Contract Logistics Germany, NOSTA Group
Project example
Strategy and Business Development Contract Logistics
Project duration: approx. 90 consulting days, 70% integrated into the teams on site
Task
The medium-sized logistics service provider had previously been successful in all areas of transport and warehousing. The goal was to also become successful in contract logistics in the future. In addition, the aim was to avoid existing partial vacancies and foreseeable vacancies in logistics locations.
To this end, the strategy (industries, products, offers, USPs, etc.) first had to be adapted. A structured sales process with cold calling and cross-selling
was then set up with the logistics service provider's entire sales department. Sales controlling was set up to ensure efficiency. In weekly jour fixe meetings, sales progress, the pipeline, and accompanying marketing were trimmed for efficiency. The internal contract logistics process, the calculation tool, the presentations, and the offers were optimized, and a smart “winning process” was established. A “lighthouse location” was developed and implemented to optimize the increasing number of customer visits. Finally, the implementation was professionalized.
Results
The pipeline was filled with relevant new RFQs from the target industries within four months. This was followed by participation in numerous tenders, shortlist placements, and a first win, which was implemented smoothly. All processes were implemented sustainably in close cooperation with the teams and now form the basis of internal and external processes. The logistics service provider is now much better positioned in the contract logistics segment and is known as a committed player by many customers in the target industries. Vacancies were reduced and largely avoided, and new business was secured. The collaboration was rounded off with a very successful appearance at the transport logistic'25 trade fair in Munich.
Project example
Management Merger & Acquisition Project
Project duration: approx. 75 consulting days
Task
At the time of my involvement, the major global industrial group and the group logistics provider had signed an MOU for a possible merger of defined logistics areas. The content of the agreement involved merging the industrial group's operational logistics sites with those of the group logistics provider to form a new operational logistics entity in order to implement the industrial group's outsourcing process. The task was to put together and lead a cross-group team of approximately 20 members with the aim of conducting due diligence to examine the feasibility of the project, presenting the project to the executive board for a decision, and, if the decision was positive, drafting and negotiating the entire contract. As part of the due diligence process, the data room for the group logistics provider was also compiled and the data room of the industrial group was comprehensively reviewed. Accompanying status meetings were prepared and led for the executive board. After approval was granted, a contract comprising approximately 15 agreements was drawn up and finalized. This was followed by a final approval by the executive board.
Results
The project was implemented with a successful merger. Both the industrial group and the group logistics provider were highly satisfied with the result. In addition to the formation of the company, the parties also found common ground in other areas of interest, which led to further successful projects. In the following years, the company achieved both a significant EBIT contribution and continuous optimization of logistics for the industrial group.
Project example
Management of a major federal government project (public tender)
Project duration: approx.105 consulting days
Task
The group logistics provider is positioned in the automotive and industrial logistics sectors, among others. A particularly relevant, substantively and commercially significant major federal government project (spare parts) was to be tendered. The goal was to successfully establish the company in the
new segment, which it was familiar with from a transport perspective and from another contract logistics project. Project management was of particular importance. A team of approximately 20 people from various group companies had to be assembled and managed, and the customer (the federal government) had to be supported throughout the entire project phase in accordance with its specific requirements. Due to the special commercial significance of this major project, numerous internal coordination meetings and reviews had to be organized and managed at the executive board level.
An appropriately competitive contract logistics concept was developed and offered in line with the complexity of the logistics processes and the special requirements of the federal government.
Results
The concept and offer were very competitive. The customer (the federal government) was more than satisfied with the overall presentation of the group logistics provider, the expertise demonstrated, the professional management of the project, the entire team, and the logistics solution. As a result, the shortlist was achieved as an important first step toward winning the project. Due to a directive from the federal government and the approaching federal elections in a few months, the project was put on hold for the time being. It was to be revisited and awarded after the federal elections.
Project example
Managment and Turn-Around implementation
Project duration: approx.100 consulting days
Task
A publicly traded contract logistics provider won a contract for a new 40,000 m² logistics site (sorting center) for a global leader in online retail and began implementation. After a short time, it became clear that the implementation was not going well and required urgent corrections and interim management. In addition, the seasonal peak (Black Week) was only 14 days away. At that point, approximately 300 of the 800 employees required for the peak and 25 of the 50 planned managers were still missing. Crisis management had to be set up (war room). Focus on quantity (volume processing) over quality, staffing, and recruiting managers. Everything was under intense pressure. In phase 2, immediately after the peak, full focus was placed on shop floor management and KPI/quality development. In phase 3, the focus was on increasing productivity and achieving the planned profitability.
Results
The implementation was quickly turned into a success. The peak volume was almost completely processed. Only in one month were the KPIs not achieved; after that, they were exceeded. The customer was very dissatisfied with the start, but all the more positive with the subsequent development (turnaround). Through intensive work on the shop floor and practical leadership, management functions and teams were increasingly guided toward their tasks, responsibilities, and goals. After two to three months, it was possible to switch from crisis mode to normal operation. After six months, the project was handed over to a subsequent site manager in good condition and profitable.