Strategic project portfolio management in logisticsHow a medium-sized logistics company is mastering change
As Head of Corporate Strategy and Project Management, the project manager was responsible for the strategic realignment of a rapidly growing logistics company. In the midst of digital and structural upheaval, it was necessary to bundle numerous project ideas, create priorities and systematically anchor the transformation in the organization.
Why did the traditional logistics company have to strategically realign itself?
The medium-sized company from the logistics sector was looking back on a long phase of stable business processes. However, new market conditions – such as advancing digitalization, increasing globalization, changing customer requirements and a growing shortage of skilled workers – made a realignment inevitable. The management recognized the opportunity for sustainable growth, but was confronted with a multitude of unstructured project ideas that had not been evaluated in terms of benefits, costs or feasibility. The lack of an objective basis for decision-making and clear strategic guidelines led to uncertainty and excessive demands within the organization.
What goals did the company pursue with the transformation project?
The aim was to anchor strategic corporate management in the organization in the long term – moving away from silo thinking towards holistic management. The company wanted to create a structure in which strategic goals were incorporated into all relevant decisions. To achieve this, processes, roles and responsibilities needed to be clearly defined, resources efficiently planned and projects objectively evaluated. Strengthening the company’s resilience, innovative strength and willingness to change also played a central role.
What specific measures were implemented in the project?
The project focused on setting up a central staff unit for strategy and project portfolio management (PPM). The central measures included
- Establishment of a portfolio steering committee made up of the management and heads of relevant specialist departments (IT, Sales, Finance, Operations, HR).
- Definition of strategic target dimensions
- Establishment of a Project Management Office (PMO) with standardized methods for planning, calculation, implementation and documentation of projects.
- Introduction of agile and hybrid project management approaches and corresponding tools such as Jira and Confluence.
- Recruitment and development of an interdisciplinary pool of project managers with specializations in IT, UX, logistics and sustainability.
- Creation of product management with product owners in software development and close cooperation with SCRUM teams.
What results were achieved by the project?
The company achieved far-reaching and sustainable changes:
- Strategy and transformation are permanently anchored in processes, structures and responsibilities.
- Strategic goals are consistently taken into account in operational and business decisions.
- The organization benefits from centrally coordinated project management resources and growing PM expertise in the specialist departments.
- Hybrid and agile methods are widely accepted and are used in a targeted manner.
- The workforce actively supports entrepreneurial decisions – a willingness to change, creativity and innovative strength were encouraged.
- The result is a continuous improvement process that ensures long-term competitiveness.
FAQFrequently asked questions
What are the benefits of project portfolio management (PPM) in a medium-sized company in the logistics sector?
Project portfolio management (PPM) ensures that the right projects are selected, targeted and coordinated in line with the overall strategy. It creates transparency for all current and planned projects, enables well-founded prioritization and optimizes the use of limited resources. This ensures that all projects serve the company’s objectives and that the company as a whole remains sustainable and competitive.
How can agile methods be successfully introduced in a traditional company?
The introduction of agile working methods requires clear communication, a step-by-step approach and the active involvement of management. Training, pilot projects and an accompanying cultural change are essential in order to create trust in iterative processes. It is also important to choose suitable tools (e.g. Jira, Confluence), visible successes and continuous feedback. Acceptance across all hierarchical levels is crucial for sustainable success.
What role does a Project Management Office (PMO) play in the implementation of strategic initiatives?
A project management office (PMO) supports the operational implementation of projects – especially in fast-growing or complex organizations. It ensures the introduction of uniform standards, methods and tools, relieves project management through targeted support and ensures adherence to quality, time and budget. The PMO thus makes a significant contribution to the successful implementation of strategic initiatives – it helps to “do things right”.
Who was responsible for implementing this strategic change?
Responsibility for the project lay with Martin Wieland, who, as Head of Strategy and Project Portfolio Management, led the successful introduction and establishment of a PPM and PMO.
