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1.1.1 Strategic Planning

1.1.1 Strategic Planning. January 9th, 2012 Tim Holland, CEO/President Aman Sangha, Business Analyst/CI. What we do?

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1.1.1 Strategic Planning

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  1. 1.1.1 Strategic Planning January 9th, 2012 Tim Holland, CEO/President Aman Sangha, Business Analyst/CI

  2. What we do? Distribution, Packaging and Vendor Managed Inventory Services of Industrial/Specialty Supplies such as Adhesives, Sealants, Paint and Composite Manufacturing Materials for the Aerospace and Composite Structure Industries.

  3. Who we are? • Serviced Aerospace Industry Since 1959 • Owner Change 2011 • Revenue 2010 ~ $40 MUSD • AS9100/AS9120 Certified, NADCAP Accredited • Headcount 77 FTE • Locations • Fort Worth, TX (HQ) • Wichita, KS • Tulsa, OK • Ball Ground, GA • High Point, NC

  4. 1.1.1 Strategic Planning Purpose: to define and deploy the most important strategic priorities to drive performance improvement. STRATEGIC PLANNING SWOT Planning Session Preparation Deployment 1.1.2 1.1.3 1.1.4 1.1.5 Confirm participants and assignments Financial Analysis Operations Analysis Technology Analysis Markets Analysis Competitive Analysis Standards – AS9100, SEA Compile strengths, weaknesses, opportunities, and threats from customers, suppliers, and employees Customer Interviews/Surveys Employee Interviews/Surveys Supplier Interviews/Surveys Report Outs SWOT Vision Mission Goals & Timetables Scorecard Targets Objectives – Action Plans Value Streams Champions Process Owners Employee Meetings Supplier Meetings Customer Meetings Department & Individual Goals Reward Recognition Communication 1.1.1 Strategic Planning Process – How does your organization accomplish its strategic planning? What are the key process steps and who are the participants? How do you ensure that the process addresses strengths, weaknesses, opportunities, and threats; major shifts in technology, markets, and competition? How are standards such as AS9100 integrated into the planning process? What are your key strategic goals and timetables?

  5. Process: This process is owned and lead by the CEO/President and includes the senior management team members. The Strategic Planning process is repeated on an annual basis. At the end of each fiscal year (March – February) the annual plan for the next year is created. Graco uses “Gazelles – One-page Strategic Plan”. The plan is shared with all employees through 1.1.2 Leadership Communication Process, 55GS03-01.

  6. Note 1: This includes defining Core Values/Beliefs, Purpose of business, Actions to fulfill purpose/values/beliefs, BHAG, 3-5 Year Targets, Key Thrusts/Capabilities (3-5 year priorities), KPI’s and Brand Promise. Note 2: Goals for one year, Financial plan, Key Initiatives (1 year), 1 or 2 Critical Numbers to focus on, SWOT analysis. Annual Theme Note 3: Quarterly Financial Plan, Quarterly Priorities (Rocks – To support annual priorities), 1-2 Critical Numbers, Quarterly Theme, Celebration Reward, Quarterly Accountabilities.

  7. Adopted “Gazelles” One-Page Strategic Plan. • Gazelles was founded by Verne Harnish in 1996 (Author of: Mastering the Rockefeller Habits)

  8. Long term planning, 3-10 years

  9. Annual planning

  10. Quarterly planning

  11. Thank You!Tim Holland: tholland@gracosupply.comAman Sangha: asangha@gracosupply.com

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