物流咨询具有管理咨询和物流规划的特征，物流咨询工作总的来讲还是属于是以方法论为基础去对将来要实践的内容进行重新规划或者优化。虽然物流是一个实践性非常强的行业，但是物流咨询整个过程还是一个以抽象思维主导的过程，通过将逻辑学、系统论、物流专业知识与物流实践经验的结合，去给企业物流提供咨询类解决方案。
Logistics consulting has the characteristics of management consulting and logistics planning. Generally speaking, logistics consulting still belongs to re-planning or optimizing the content to be practiced in the future on the basis of methodology. Although logistics is a very practical industry, the whole process of logistics consulting is still a process dominated by abstract thinking. Through the combination of logic, system theory, logistics professional knowledge and logistics practical experience, logistics consulting solutions for enterprises are provided.
物流咨询顾问在具备扎实的物流专业基本功底的基础上，再结合实践去给企业物流做咨询工作时，需要在初期、中期和末期的沟通过程中不断的去修正和完善这个解决方案架构的“画像”，这样才能做到统筹全局。我将整个过程分为聆听、思考和确认三个步骤。
Logistics consulting consultants have a solid basic knowledge of logistics, combined with practice to do consulting work for enterprise logistics, need to constantly revise and improve the "portrait" of the solution framework in the early, middle and late communication process, so as to achieve overall planning. I divide the whole process into three steps: listening, thinking and confirming.
第一，聆听客户的需求与现状，构建基础画像
First, listen to the needs and status of customers and build the basic portrait.
接收基本信息构建基础画像
Receiving basic information and building basic portrait
在项目沟通过的初期，除了能获取一些客户企业的基本信息外，大多数信息都是不对称的，当在信息缺失的时候很难提出一个准确的初步解决方案。但是如果无法在短周期内将初步方案呈现出来，则难以将咨询项目推向一个良好的方向。如何能够在初期将项目快速且良性的推进？那就需要接收客户多层级和多部门的基础信息，快速构建一个基础且全面的需求画像。
In the initial stage of project communication, most of the information is asymmetrical except for some basic information of customer enterprises. It is difficult to propose an accurate initial solution when information is missing. But if the initial plan can not be presented in a short period of time, it is difficult to push the consulting project in a good direction. How can we promote the project quickly and smoothly in the early stage? That requires receiving the underlying information of the customer at multiple levels and departments to quickly build a basic and comprehensive portrait of the requirements.
在项目沟通初期，需要聆听的信息：
In the early stage of project communication, information needs to be heard:
第一，听项目需求内容。首先需要知道项目的类型，客户通常并不清楚项目的类型，只知道自己有问题需要解决，但是不知道解决的方向，而对于物流咨询顾问来讲，必须要听明白需求以后，才能“对症下药”。而且也才能对咨询的内容可以整体把控，在这个过程中，客户所提出的每个问题，或者描述每一个现状，都是一个要素，这些要素有的有用，有的无用，有用的程度也不同，所以，咨询顾问在这个阶段一定要听清，听明白，只有获取的信息清晰了，才能和客户进行引导性的沟通，否则会给项目带来风险。
First, listen to the content of the project. First of all, we need to know the type of project, customers usually do not know the type of project, only know that they have problems to solve, but do not know the direction of the solution, and for logistics consultants, we must understand the needs before we can "suit the case". In this process, every question raised by the client, or every description of the status quo, is an element. Some of these elements are useful, some are useless, and the degree of usefulness is different. Therefore, the consultant must hear clearly and understand clearly at this stage. Only when the acquired information is clear can we communicate with the customer guidedly, otherwise it will bring risks to the project.
第二，听项目的需求范围。项目的范围是在项目沟通的初期就需要了解的重点，不同的物流咨询范围带来的方法与工具、资源与成本都不相同，只有听明白了需求范围才能做好后续的项目管理工作。
Second, listen to the needs of the project. The scope of the project is the focus that needs to be understood at the beginning of the project communication. Different logistics consulting scope brings different methods and tools, resources and costs. Only by understanding the scope of the demand can we do a good job in the follow-up project management.
接收全面信息完善与修正画像
Receive comprehensive information to perfect and correct the portrait.
项目中期是已经进入了咨询实施阶段，这个阶段已经有一个初步的想法，并且正在进行解决方案的编制，这时接触的客户群体更全面，上到高层，下到操作，项目沟通的信息量是巨大的，更需要仔细聆听。一旦漏掉了重要信息，便有可能导致方案出现漏洞。当然漏洞是可以后期修复的，但是这就会带来无谓的工作量，影响项目的推进。
The mid-term project has entered the consulting implementation stage, this stage has a preliminary idea, and is working on the preparation of the solution, when the contact with the customer groups more comprehensive, up to the top, down to the operation, the project communication information is huge, more need to listen carefully. Once important information is omitted, it may lead to a loophole in the scheme. Of course, vulnerabilities can be fixed later, but this will lead to unnecessary workload, affecting the progress of the project.
特别是在一些具有约束问题的沟通上，比如仓储中信息化的功能沟通时来判断是否能支持咨询顾问提出的模式，生产物流中沟通产线工艺布局模式是否支持新的物流配送方式，物流网络中是否可以实现同级仓库间的调拨来提高物流的灵活性，等等。这些信息都是非常重要的，咨询顾问需要在沟通的时候专注而且敏感，然后想解决方案转化，这样才能让解决方案高效、准确的推进。
Especially in the communication of some constrained problems, such as the function communication of informatization in warehouse to judge whether it can support the mode proposed by consultants, whether the communication of production line process layout mode in production logistics supports the new mode of logistics distribution, and whether the allocation among warehouses of the same level can be realized to improve the logistics network Logistics flexibility and so on. This information is very important, consultants need to be focused and sensitive in communication, and then want to transform the solution, in order to make the solution efficient and accurate.
接收约束信息形成最终画像
Receive constraint information to form final portrait.
末期是指进入到项目评审阶段，物流咨询项目中绝大部分的细节方案已经明确，需要进入到高层的决策会议中，这个时候只有客户自己最清楚自己的企业文化以及企业高层对于汇报方式的偏好和关注点。在整个项目周期中已经形成了大量的分析材料和论证材料，则需要聆听客户对于汇报逻辑组织的方式。
The final stage refers to the project review stage, the logistics consulting project most of the details of the program has been clear, need to enter the high-level decision-making meeting, at this time only the customer himself is most aware of their own corporate culture and business executives for reporting preferences and concerns. A large amount of analytical and demonstrative material has been developed throughout the project cycle, and the customer needs to listen to the way the reporting logic is organized.
通常在终期汇报时，每一页ppt都是通过仔细推敲后完成的，所以需要集中精力在每一页ppt的细节上，听取对方从汇报对象的角度来看待每个要点逻辑的建议和意见，如果缺失了重要的信息，严重时可能导致汇报失败。
Usually in the final report, each page of the PPT is carefully deliberated, so you need to focus on the details of each page of the ppt, listen to each other from the point of view of the reporting object logic of each point of advice and advice, if missing important information, serious reporting may lead to failure.
终期汇报有可能会有反复，第一次汇报后提出修改建议，然后进行第二次汇报，在这个过程中，需要在汇报会上的沟通和提问环节，仔细聆听高层提出的问题，根据问题修正或者构建一个新的逻辑，这样才能提交出有效的汇报方案。
There may be repetitions in the final report. Suggestions for revision may be made after the first report, and then a second report may be made. In this process, it is necessary to listen carefully to the questions raised by the senior management in the communication and questioning sessions of the report, and to revise or construct a new logic according to the questions, so as to submit an effective report. Plan.
第二，运用专业进行系统性思考，完善画像
Second, use professional to systemically think and perfect the portrait.
客户的精准需求是什么
What is the precise demand of customers?
物流咨询顾问必须有自己的一个咨询方法论框架，而且逻辑要非常清晰。客户提出的问题有各个层面的，有战略层面的，有战术层面的，也有操作层面的。但矛盾的是，第一，问题常常比较分散，由一个一个小点组成，第二，并不一定准备立项的题目和所有的问题都契合，在短期需求和长期需求间会有取舍。
Logistics consultants must have their own framework of consultation methodology, and the logic should be very clear. The questions raised by customers are at all levels, strategic, tactical and operational. But paradoxically, first, the problem is often scattered, consisting of a small point, and second, it is not necessarily the subject of the project and all the problems fit, there will be trade-offs between short-term demand and long-term demand.
那么这些问题需要物流咨询顾问来思考，将客户的所有问题都融入到架构里，就像分拣机一样，将不同的问题归类到不同的咨询模块中，比如哪些是战略相关的，哪些是功能规划相关的，或者是哪类功能规划的，都要进行区分，不同分类下的解决问题的方法不同，这些都是在初期沟通时需要快速思考的。
Then these problems need to be considered by logistics consultants to integrate all the problems of customers into the shelf.
实践问题怎么转化为方法论中的“变量”
How do practical problems translate into "variables" in methodology?It
这个时期的思考需要到物流咨询顾问方法论的第二个层级，不同功能性规划中的各个子模块的构建和求解。比如仓储规划中的布局，需要与布局方法进行关联，生产物流中的配送，需要和路径优化方法关联等，这些方法的子模型中有各种各样的变量，实际上这些变量就是我们咨询过程中所沟通的各种问题要素而进行量化转换的点。
This period of thinking requires the second level of logistics consulting methodology, the construction and solution of various sub-modules in different functional planning. For example, the layout in warehouse planning needs to be associated with the layout method, the distribution in production logistics, the need to be associated with the path optimization method, and so on. There are various variables in the sub-models of these methods. In fact, these variables are the points of quantitative transformation of the various elements of the problems we communicate in the process of consulting.
所以物流咨询顾问需要具备非常完整的咨询框架和要素，将沟通过程中的所有问题都进行融合并转化，才能够在短时间结合经验判断构建一个可供决策的解决方法。也就是常常强调的，物流咨询规划非常重要的技能在于咨询顾问能否将现实问题转化为应用问题，这是将实践和方法论结合的接口部分，也是我们在从聆听到思考过程中的逻辑转换。只有具备了这样的逻辑，才能在项目实施中化解每一个问题，知道怎么做。
Therefore, logistics consultants need to have a very complete consulting framework and elements, all the problems in the communication process are integrated and transformed, in order to build a decision-making solution in a short period of time combined with experience judgment. That is to say, it is often stressed that the very important skill of logistics consulting planning lies in whether the Consulting Consultant can translate practical problems into application problems, which is the interface part of the combination of practice and methodology, and the logical transformation in the process of thinking from listening. Only with this logic can we solve every problem and know how to do it in the implementation of the project.
汇报方案怎么修改
How to modify the reporting plan
在咨询方案汇报阶段在将大量的分析材料根据客户提出的核心问题进行提炼，一般来说一个物流咨询项目要解决的重点问题不会太多。如何准确的提炼核心点，就需要根据和客户沟通的情况，客户方提出了一个重点后，物流咨询顾问需要思考围绕这个要点的背后，怎么样去进行整合，能把要素分析部分的内容向这几个核心要点聚焦，比如根据核心要点形成一个树状结构。
In the reporting phase of the consulting program, a large number of analytical materials are refined according to the core issues raised by customers. Generally speaking, a logistics consulting project will not have too many key problems to solve. How to accurately refine the core points, we need to communicate with customers according to the situation, customers put forward a key point, logistics consulting consultants need to think about how to integrate around this point, the elements of the analysis part of the content to focus on these core points, such as the formation of a core point. A tree structure.
终期的汇报基本是以结果为导向的，结果所表现的大方向是符合实践的，那么再来看分析逻辑有没有问题。在项目汇报阶段肯定也是有一个反复的过程，那么在这个过程中，物流咨询顾问只要能以客户提出的问题为重点，在专业架构内去进行主次梳理即可。
The final report is basically result-oriented, and the general direction of the results is in line with practice. Then we can see if there is any problem with the analytical logic. There must be a repetitive process in the project reporting stage, so in this process, logistics consultants as long as they can focus on the problems raised by customers, in the professional framework to sort out the primary and secondary.
第三，反复确认咨询方案细节，修正画像
Third, reconfirm the details of the consultation plan and revise the portrait.
这是不是精准的需求
Is this precise demand?
在物流咨询顾问聆听和思考之后，快速的构建了一个初步想法，如果有任何不确定的点，可以立即和客户进行沟通交流，确认这个问题的基本性质，比如在做仓储规划时，客户提到库存问题，那么可以去确认库存的问题是不是咨询方案中需要考虑的问题。
After listening and thinking, the logistics consultant quickly constructed a preliminary idea, if there are any uncertainties, can immediately communicate with the customer, confirm the basic nature of the problem, such as in warehouse planning, the customer mentioned the inventory problem, then you can confirm the inventory problem is not The issues to be considered in the consultation programme.
因为库存主要和采购相关，不完全受物流管控，如果涉及库存问题，则可能上升到供应链上的问题，范围更广。当然不一定是在所有问题都构建好方法后提出，在沟通过程中任何一个问题都可以及时提出，这样有利于沟通中对客户进行有效的引导，也可以让沟通更加有效。
Because inventory is mainly related to procurement, not entirely controlled by logistics, if it involves inventory problems, it may rise to the supply chain problems, a broader range. Of course, it is not necessarily put forward after all the problems have been constructed. Any problem can be raised in time in the process of communication, which is conducive to effective guidance to customers in communication, and can also make communication more effective.
解决方法的逻辑对不对
The logic of the solution is not right.
中期对于解决方法的确认主要做到两点：
In the medium term, there are two main points for confirming the solution.
第一，将方法论融合实践后，转换为客户能够理解的语言进行沟通确认，第二，反复修正，反复确认，直到达成共识。
Firstly, after the integration of methodologies into practice, it will be translated into a language that the customer can understand to communicate and confirm. Secondly, it will be revised and confirmed repeatedly until a consensus is reached.
项目实施中每一个任务在形成方案前，需要进行充分的沟通，有效的沟通当然也是围绕方案展开的，物流咨询顾问快速的思考实践中的问题，然后通过方法论进行转化，但是客户很可能不具备想咨询顾问一样的专业能力，那么如果用专业的语言去沟通，可能客户并不能有效理解，而对顾问提出的沟通确认点产生误解，而造成无效沟通，甚至引入到一个错误的方向。那么一个有经验的咨询顾问会用客户可以理解并也能反馈到自己专业框架中的语言进行沟通。在这个过程中，不一定一次就能达到咨询顾问想要的效果，那么可能进行多次沟通，直到得到了想要的答案。
Every task in the implementation of the project needs to be fully communicated before the scheme is formed. Effective communication is also carried out around the scheme. Logistics consultants think about practical problems quickly and then transform them through methodology. But customers may not have the same professional ability as consultants. If you use professional language to communicate, the customer may not be able to effectively understand, and the consultant proposed communication confirmation point misunderstanding, resulting in ineffective communication, or even lead to a wrong direction. An experienced consultant then communicates in a language that the client understands and can also feed back into his professional framework. In this process, the consultant may not be able to achieve the desired effect at one time, so it is possible to communicate multiple times until the desired answer is obtained.
汇报的核心要素全不全
The core elements of the report are all incomplete.
项目汇报阶段，同样也是需要多次确认，最终按照客户方高层的听取方案汇报的习惯，项目组内进行充分的沟通和确认，这个阶段物流咨询顾问拟出一份专业的报告，与客户方进行确认，然后双方可以在短周期内共同讨论，进行多次版本的修改，最终形成既符合客户方的思考习惯，又不失咨询方案专业性的优质汇报方案。
In the project reporting stage, it is also necessary to confirm many times. Finally, according to the custom of the client's senior management to listen to the project report, the project team carries on the full communication and confirmation. At this stage, the logistics consultant draws up a professional report and confirms it with the client. Then both sides can discuss it together in a short period of time. Many editions of the amendments, and ultimately form both in line with the customer's thinking habits, but also to consult the professional quality of the report program.
转自物流沙龙
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