Client: Hadrian Logistics Solutions Pty Ltd
As we saw in the 2008 GFC, the presence of a global impact on business tends to focus the mind – particularly those of board members and senior executives – on how to deal with the fallout.
Then we saw a huge surge in our business as boards tried to grapple with what the ramifications might be for their business, in their particular market.
At the risk of excessively stating the bleeding obvious, what is different this time around is that coronavirus consequences are, for a start, rather more complex and ambiguous. Then they are also uneven in their impact, and possible number of repeat impacts in subsequent waves of infection, which makes the whole pandemic hugely uncertain as to timeframe.
For many organisations, this has forced a ‘pause’ in planning and the like while they think their way through when a post-COVID world might be in prospect, let alone what it might look like.
From where we sit, the smart money is on businesses that, within the restrictions forced on workplaces due to COVID, instead just get on with getting on. Those teams are looking to smarten up the basics and tighten processes, but also work on sustainability, all of which will almost certainly help no matter what the future turns out to be.
And so we are again at work on a confidential project that involves detailed review of logistics functions and the associated labour standards, using the latest work-study methods and tablet-based data capture. This effort will be led by Technical Director, Glenn Evans.