Anyone else ever have that awkward moment when they're able to see firm-wide recognition and realize they suck in comparison to their peers?

I've been in this position first-hand and I think your set of action-items are fantastic. A few things to keep in mind: you can't learn and industry or domain over night, and some technical skills will gradually improve over repeated use. 

That said, if you're looking to improve, I'd honestly begin by asking for extremely pointed feedback. I'm skilled in PPT, but what my employers liked most is I could synthesize research/discussions and create PPTs based on said context for the appropriate audience. Likewise, I'm skilled in Excel, but I made the common mistake of overcomplicating the simple and made robust project forecasting models when simple ones would've sufficed. 

It's best to understand where specifically to focus your efforts in your improvement. And echoing an old post on this forum, ask for feedback frequently - set up touch points every two weeks or every month to see if you're headed in the right direction. I think on aspect of consulting most folks (myself included) forget is that initiative matters a lot. Going up to your supervisor and asking if he/she would be open to monthly touch points for feedback to improve on performance looks a lot better than it being mentioned on companywide review discussions. 

My personal crux was my lack of understanding of the IT domain. I would enter conversations with leading experts and feign understanding, walk out of those meetings and study up on the concepts in my spare time. Quite literally embodying the mentality of fake it til you make it. How I overcame that is basically just creating a repository of questions and concepts I had the least familiarity with. I'm not saying I'm at the level of an engineer or anything, but my initiative and willingness to learn made it so I didn't falter compared to my peer group.

I know it sucks. You've got the right set of action items though, so no real feedback there. You're thinking about this in the right way.

Some people, for whatever reason, just "get" consulting faster than others. It's a weird skill (it's not just about being analytical, smart, etc.). The people you're comparing yourself to probably fall in the "gets it" camp.

There is nothing wrong with going another half year and still finding that this stuff just isn't clicking. It literally has zero bearing on your competency or professional future. From my firm, we have lots of successful alumni who were essentially counselled out.

No, definitely don't leave. I think his point is that for some people consulting just doesn't 'click' for them, but they were still able to find success in other areas despite getting counseled out (fired) from their consulting job.

Definitely don't quit after a year, and you shouldn't be still benched in March. Most firms will have new projects picking up in the new year, so you should be picked up during early/mid January. 

If you are struggling so much that you can't get staffed by March (after 4 months), then the firm will probably invest you (basically not make you billable to clients) in an effort to get teams to staff you. Eventually (after like 1.5 years), if you still can't get staffed/billed, then you will probably get counseled out, but I wouldn't worry about that yet since you are still new to the game. As a new consultant, you're expected to not be perfect at the job.

My brother in christ, you should be less worried about being benched till April and more worried about being laid off