Throughout history, the changes triggered by major events – whether political or economic in origin – have always significantly transformed the way people thought about the economy or the way a particular sector worked. Every time, these major changes have been followed by a period of opportunity, in which the right firms with the right backgrounds have built up long-term success.
Opportunities typically appeared in all sectors of the economy and were available to all, irrespective of the sector, so that success was not hindered even if a particular sector had been operating within a particular structure for decades. The pandemic, which triggered the current crisis, was no exception to this rule, and in fact created a completely new situation because of its uniqueness (and, of course, its unfortunate consequences). This situation has been further escalated by the crisis in Ukraine and has posed new, unprecedented challenges for business decision-makers. Such periods represent a serious threat for many managers, while for others they offer a major opportunity to succeed in new markets and achieve significant growth.
A good example of this transformation is the logistics and transport sector, where, even in a dynamic economy, for years the processes between companies and the industry as a whole have been based on a familiar and accepted order. Although there have been no fundamental changes in the industry, the progressive economic environment has allowed service providers to meet the increased demand with increasingly complex solutions, making the selection of the right transport partner an important, but increasingly complex and risky task for decision-makers. What has changed dramatically, however, is the approach and management of this area from the decision-maker’s side, as managers want to – and are able to – spend as little time as possible on this area due to their current and constantly changing business challenges. Although logistics and freight forwarding are not typically the focus of business studies, it is also relatively little discussed in various analyses, as the sector is – due to the nature of the service – a rather practical, functional area of economic life, which decision-makers usually put in the category of “necessary evil” in their daily business. However, this is precisely what makes it an excellent indicator of current changes in the way business is conducted and of changes in managers’ decision-making.
Redefining the role of transport: Necessary Evil Consulting and Management
Businesses that do the most professional work do not communicate much to the outside world, and little is heard about them. The market is often surprised when the owner of a new, even internationally unique, product or service comes out of the blue. The surprise is only greater when you realise that the company has been a recognised player in its own market for decades. In this economic environment, NECESSARY EVIL CONSULTING AND MANAGEMENT (NECM) offers its partners a new generation of transport and freight services. According to the industry players interviewed, most quality problems in a transport job are caused by the inadequate execution of the planning phase. Along these lines, clear ownership, permanent availability, and customer-oriented solutions to unplanned problems are essential elements of NECM. NECM is thus a premium level of traditional freight forwarding that allows the client to deal with the more important issues of its own business by having the product in place and supplying it on time to a high standard, to be dealt with by NECM, drawing on its more than 20 years of experience in freight forwarding, consultancy, and professionalism.