Logistics consulting in supply chain: A practical guide for Swiss SMEs

Logistics costs in Switzerland can absorb 10 to 15 percent of a company’s turnover, yet many SMEs still operate with fragmented data and legacy decisions. Swiss industrial, pharma and consumer goods companies face ongoing pressure to reduce costs, strengthen resilience and comply with Swiss and EU regulations without disrupting day to day operations. Logistics Concepts uses logistics consulting in supply chain to turn this pressure into a structured, data driven roadmap that clarifies current performance, prioritises actions and helps build a clear business case for management. This article outlines how Swiss SMEs can use specialised consulting to assess their logistics setup, compare providers and pricing, and implement end to end improvements that deliver measurable operational gains.

Market trends, technologies and regulatory impacts in Swiss logistics consulting

Logistics consulting in Switzerland is changing as technology, regulation and cost pressure converge. Traditional transport and warehousing optimisation is no longer sufficient; advisory work now spans data, systems and governance across the full supply chain.

Artificial intelligence, the Internet of Things and blockchain are increasingly used to improve transparency and efficiency. AI based route optimisation and IoT tracking are becoming standard among larger players, raising expectations for smaller organisations.

Consultancies are responding with end to end, data centric services. Many support clients from early concept to implementation, using experience from diverse industries to align logistics structures and processes with service and economic constraints.

There is a growing focus on analytics based solutions that address specific operational issues. Priorities include balancing cost, service and sustainability, increasing performance, removing bottlenecks, and supporting digitalisation with practical measures.

The Swiss Federal Logistics Strategy 2022–2026 is also shaping consulting demand. Its emphasis on sustainable transport and digital infrastructure pushes projects toward greener transport concepts, modal shifts and improved use of digital platforms, requiring alignment between technology and regulatory expectations.

Digital twins are becoming central in consulting assignments. These simulation tools allow SMEs to test supply chain scenarios before investing, helping compare network designs, inventory policies and sourcing options while clarifying trade offs between cost, service and ecological impact.

Demand is rising for logistics strategy and planning support. Consultants increasingly design alternative supply chain configurations that meet service needs at controlled cost, considering Swiss factors such as high labour expenses, urban density and cross border flows.

Operational consulting continues to evolve. Typical services include make or buy assessments, transport management evaluations, warehouse process design and preparation of tender strategies that align service, cost and sustainability expectations.

Quality expectations among SMEs are rising, and independent rankings show that specialised expertise is increasingly accessible to smaller firms. This reflects a move toward long term advisory partnerships rather than one off diagnostic studies.

However, structural challenges persist. High operating costs, complex cross border regulations and urban congestion continue to affect logistics performance. Consulting mandates therefore often combine regulatory, customs and urban logistics expertise with technology integration to ensure solutions fit the Swiss context.

How Swiss SMEs can scope, engage and implement logistics consulting

The first step for SMEs is to define a clear scope. Focusing on domestic distribution, EU export flows or a specific warehouse reduces complexity, accelerates quick wins and simplifies internal alignment across operations, finance and sales.

A structured approach with five phases has proven effective and adaptable to different SME sizes, sectors and maturity levels.

1. Current state analysis: mapping flows, costs and constraints

The assessment phase maps physical flows, service levels, inventory policies, transport lead times and cost drivers. Consolidating this information often reveals inefficiencies and inconsistencies.

External benchmarks from more than 500 cross Industry projects help SMEs understand their position and frame relevant scenarios for improvement.

2. Goal definition: aligning ambitions with business priorities

Clear objectives aligned with corporate strategy guide the project. Cost reduction, service enhancement and measurable sustainability improvements are common targets, supported by a concise set of KPIs.

Swiss SMEs increasingly prioritise resilience, with goals such as improved on time delivery, reduced dependency on single carriers and shorter recovery times after disruptions.

3. Technology selection and digital twins: supporting data based decisions

Technology selection must align with the SME’s IT landscape, budget and capabilities. Options may include transport management, warehouse management, analytics or planning tools.

Digital twins help simulate alternative network designs or inventory strategies using real company data, reducing investment risks.

4. Implementation planning: turning concepts into an actionable roadmap

After selecting concepts and tools, a detailed implementation plan defines workstreams, responsibilities, milestones and resource needs. For SMEs, phased rollouts with short cycles are often more manageable.

Combining strategic design with operational detail is critical for unlocking efficiency and cost benefits.

5. Execution, monitoring and capability building

Execution involves piloting, rolling out and stabilising new processes and systems. KPI based monitoring supports early adjustments and keeps performance on track.

Developing internal logistics capabilities through training and clear documentation helps SMEs sustain improvements over time.

Positioning Swiss SMEs within an ecosystem of logistics expertise

SMEs do not need to manage this roadmap alone. External experts can accelerate results by designing solutions tailored to operational challenges while keeping ownership with the internal team.

Organisations such as GS1 Switzerland provide networks of partners supporting process optimisation and digital integration. Combining structured consulting with these resources helps secure quick wins and build long term digital foundations.

Comparing consultants, pricing models and ROI for Swiss SMEs

When selecting a logistics consultant in Switzerland, three criteria are central: capabilities, pricing logic and expected ROI. The optimal partner is the team that can translate data into tangible gains for the SME’s specific network.

Capabilities should be assessed across the full supply chain lifecycle. Some firms support concept, implementation and stabilisation, while others focus on strategy or operations only. Reviewing real project experience is more reliable than relying on marketing descriptions.

International players often structure their services around logistics strategy and planning, logistics digital twins and logistics operations. This covers network design, scenario simulation and support for complex business cases.

Track record remains important. Providers with extensive project portfolios typically bring proven tools and benchmarks. Recognition in SME focused rankings signals the ability to adapt methods to smaller organisations.

Pricing models vary widely. Hourly rates range from CHF 150 to 750. Project fees often start around CHF 25 000 and can exceed CHF 500 000 for major transformations.

Value based pricing links fees to validated savings, typically 10 to 20 percent of first year reductions. This aligns incentives but requires clear baselines and transparent rules.

Subscription models between CHF 500 and 2 000 per month offer ongoing advisory support, suitable for SMEs seeking continuous improvement rather than one time projects.

To assess ROI, SMEs should quantify both hard and soft benefits. Hard gains include reduced transport and warehousing costs, lower inventory, improved tender outcomes and fewer premium freight events. Soft benefits include improved service levels, shorter lead times, greater resilience and enhanced internal capabilities.

The use of logistics digital twins and simulation helps clarify expected returns by testing scenarios before investments are made, which is valuable for SMEs with limited analytics resources.

Implementation support is another key selection factor. End to end support includes tender evaluations, make or buy decisions, process adjustments, staff training and post go live monitoring. Concrete examples of resolving bottlenecks can help assess suitability.

At Logistics Concepts, collaboration with internal teams is central. For SMEs, lasting improvements require transferring know how in areas such as transport procurement, warehouse layout analysis and digitalisation of planning and execution.

Contracting should align pricing with expected benefits and risk appetite. Many SMEs combine fixed fees for diagnostics with a success component for validated savings, or follow an initial project with a subscription model. Clear governance, milestones and KPIs help track whether the engagement delivers the expected ROI.