• Business Dilemma:
  As part of the master plan for cargo transportation, the Ministry of Transportation seeks to promote the implementation of a digital overland consignment note for heavy cargo and dangerous goods. TASC was approached by MOT’s contractor, who sought to better understand the Israeli market by identifying challenges and barriers in the business, technological, cultural and regulatory aspects

• Process:
  Our team started with mapping the Israeli trucking market, including a taxonomy of trucking companies and types of cargo, and conducting interviews with key market players on the business side and the state side. The next step was to conduct a benchmark on similar initiatives and characterization of possible alternatives. Then we conducted an analysis of the alternatives using a methodological framework of 5 aspects: solution architecture, data model, governance, financing, and regulation. The process ended with the selection of preferred alternative and detailed characterization based on the 5 layers

• Strategic solution:
  TASC characterized a hybrid solution alternative that details the nature of the solution in the five layers:
  • The proposed solution architecture alongside the supporting platform and broadcast data structure
  • The nature of the data model – fields required to fill in and data enrichment proposed
  • The governance forums required for the period of implementation and day-to-day management of the platform and database
  • The finance model (public and private)
  • Regulatory adjustments required to the Transport Services Act and related regulations

  In addition, TASC suggested a detailed implementation plan including milestones and recommended schedule

For more information: Alon Perminger, Alon.Perminger@dev.tasc-consulting.com

• Business Dilemma:
  The company identified e-commerce as a possible growth engine; management asked TASC to assist in the development of an entry strategy including market testing process, client segmentation and the development of a go-to-market strategic plan

• Process:
  The project was based on three main pillars: an analysis of Israeli e-commerce market trends and retailers’ logistics demands, current competitive environment (logistics and last mile), international benchmark of 3PL companies and large e-tailers to identify best practices. Our team based its recommendations on interviews with local retailers, international market players and company’s stakeholders, data analysis of e-commerce markets and gap analysis of current company’s abilities and e-commerce logistics.

• Strategic solution:
  The project yielded a 5-years high-level business plan, including possible partners and clients’ identification and services value proposition focus. Several new business directions were identified as well. Following management approval, TASC assisted implementing a highly innovative venture, providing logistics solutions to leading companies.

For more information: Felix Bergman, Felix.Bergman@dev.tasc-consulting.com

• Business Dilemma:
  A large Israeli tech-based taxi provider launched a ride-sharing service and was facing regulatory challenges; the company asked TASC to perform an economic analysis of the service as part of its regulatory approval process

• Process:
  The analysis was developed in three main steps: an international benchmark regarding traffic congestion, possible ridesharing solutions and their potential effect on congestion; potential service demand forecast among the Israeli population, based on a custom-made survey, focusing on private-car owners; a macro-economic analysis of potential benefits from launching the ridesharing service, focusing on reduction of congestion costs, time saving, environmental impact, parking and roads infrastructure savings.

• Strategic solution:
  TASC published an economic analysis position paper which was presented to key regulators and decision makers. The company is testing the service on a pilot basis.

For more information: Felix Bergman, Felix.Bergman@dev.tasc-consulting.com

• Business Dilemma:
  TASC advised a large airline company on a range of issues, including analysis of routes profitability, optimization of frequent flyer programs, creation of international joint ventures, establishment of profit centers and cost reduction programs and more. The company as well had an independent booking management system and agents’ reservations software. In order to enhance company’s competitiveness in the travel agency sector and to promote online booking opportunities, the company decided to implement a third-party booking software. Company’s management sought TASC’s help in reviewing and assisting a joint venture process with an international booking software supplier.

• Process:
  TASC’s advisory during the JV process included a definition of the required value proposition for the end-users, design of the joint venture agreement, including definition of each side’s contribution and responsibilities, an on-going advisory during the negotiation process, development of an elaborated business plan, including required organizational implications and formulation of a high-level implementation plan, including KPI’s, milestones and timeline.

• Strategic solution & impact: The Joint venture agreement was signed, and the company implemented the new reservation and booking system successfully.

For more information: Felix Bergman, Felix.Bergman@dev.tasc-consulting.com

• Business Dilemma:
  The company was facing an accelerated development of its track network, an increase in the number of passengers, a rise in competition, a fluctuating regulatory environment and manpower challenges. The management sought TASC’s help in a strategic plan preparation

• Process:
  The project included a comprehensive SWOT analysis of the company’s current operations including cost analysis, to identify inefficiencies in manpower, fuel and maintenance operations. The team delineated the scope of activities and evaluated potential new services and divestment of existing ones, particularly in the freight, passengers and rolling stock maintenance. Finally, the team identified an optimal organizational structure, built a financial model and an implementation plan.

• Strategic solution & impact:
  TASC recommendation were approved by the Railway company’s management and presented to relevant regulation and government entities. Two subsidiaries, focusing on freight and logistics and real estate development, have been established.TASC also assisted the Railway company in several of the implementation projects.

For more information: Felix Bergman, Felix.Bergman@dev.tasc-consulting.com

• Business Dilemma:
  A JV of an Israeli aircraft ground handling services provider and a large ground handling company in the US sought to offer VIP terminal services in large airports in the USA. The JV asked TASC’s assistance in the preparation of a strategic plan.

• Process:
  The project entailed a business model development and value proposition and terminal design based on an international benchmark and customer preferences study. Following, the team built a demand forecast analysis, based on international research regarding VIP terminals and air transportation trends. The team then established a pricing strategy and a payment method to the Port Authority, and prepared a financial model, including demand, revenues and costs analysis, as a tool for negotiation with local partner and relevant funding entities.

• Strategic solution & impact:
  TASC’s recommendation were approved by the company and formed the basis for negotiation with airport authorities across the USA.

For more information: Felix Bergman, Felix.Bergman@dev.tasc-consulting.com

• Business Dilemma: Israel Ports Company (IPC) is responsible for developing Israel’s commercial seaports and providing the necessary infrastructure to handle Israel’s international maritime trade. IPC’s management requested TASC to prepare a long-term strategic plan.

• Process:
  The long-term strategic plan included an initial phase of mapping the regulatory restrictions and the organization’s goals, a review of IPC’s assets and an international benchmark regarding best practice in port assets and industrial arenas management. Then, the team built a strategy for asset utilization, including methods and location of new tenants, defined the volume of needed areas and analyzed the potential demand. Finally, the team developed a long-term strategy for seaport development

• Strategic solution:
  Following the approval of the strategy by the company’s board of directors and the Ministry of Transportation, TASC provided on-going consulting services for over a decade on major issues as the privatization of the Eilat Port Company and Ashdod Port Company and the development of future PPP container terminals, among others.

For more information: Felix Bergman, Felix.Bergman@dev.tasc-consulting.com

• Business Dilemma: A large industrial company issued a purchasing tender for full third-party logistics services for its Israeli sites. The 3PL company asked TASC’s help in designing the tender strategy, as the tender was very competitive with many participants.

• Process:
  The project included tender strategy design and support during the tender process. The team based the strategy on long-term demand forecast, operational costs analysis, investment plan and strategy, identification of tender “loop-holes” and a competitive environment analysis and shadow bidding. As part of the tender, the team developed a business plan, a scenario simulations tool, a financial model and a risk matrix.

• Strategic solution & impact:
  The bid was submitted in line with TASC’s recommendations and the client was selected as the preferred bidder. The project has dramatically strengthened the company as one of the leading players in the Israeli logistics market.

For more information: Felix Bergman, Felix.Bergman@dev.tasc-consulting.com

• Business Dilemma:
  As a part of a comprehensive strategic plan developed by TASC’s strategic practice, it was clear that the company’s cargo transportation activity was not fulfilling its potential. Moreover, our plan emphasized that in order to optimize cargo transportation the business needed to be separated from the train company and reorganized as a separate subsidiary. The company’s management asked TASC to design the operating model and organizational structure for the subsidiary while taking into consideration the complexities regarding operational costs, pricing policy and existing work contracts.

• Process:
  TASC carried out an in-depth analysis of existing work processes in order to form an accurate assessment regarding the operational model. An international benchmark was conducted in order to understand the operational and organizational design of similar companies worldwide.These laid the foundation for the subsidiary’s organizational structure, operational functions and job descriptions.In addition, TASC set up “checks and balances” mechanisms between the train company and its subsidiary that included routine synchronization measures and procedures for exceptional cases.

• Strategic Solution & Impact:
  The subsidiary now competes autonomously in a highly competitive market while successfully coping with the challenges of its field.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@dev.tasc-consulting.com

• Business Dilemma:
  Over the last two decades countries around the world have increasingly looked to private sector involvement in the promotion of large transport infrastructure TASC has advised governments in Israel, Central Asia and Africa on policy development and specific projects promotion.

• Process: (example advising Ministry of Finance in Israel) The project included an analysis of international and Israeli PPP projects, guidelines forming for deciding whether to perform a project through a PPP model, white-papers writing on project risk analyses, concession agreements and PPP concession tender documents, and guidelines preparations – milestones and rules for PPP tenders. The team conducted a round of interviews with the main stakeholders in the Ministry of Finance and other relevant ministries and an in-depth study on past and future PPP projects.

• Strategic solution:
  The main outputs were detailed guidelines that were approved by the Ministry of Finance and distributed for use to all government ministries. According to TASC’s organizational recommendations, a dedicated team was establishment under the Infrastructures and Projects Division to address private-public collaborations.

For more information: Felix Bergman, Felix.Bergman@dev.tasc-consulting.com