The Chartered Institute of Logistics & Transport

1. The Chartered Institute of Logistics & Transport Our 5 Year Strategy 2014 - 2019

2. Our Vision as an Institute for the next 5 years is that we should be

3. Our Mission is that to enable us to achieve our Vision we should create the right programmes and set the right goals to be seen as the leading professional body globally by those within and outside our profession

4. We structure that by focusing on our 3 pillars

5. Our programme is underwritten by an explicit declaration of our Values • Global Leadership • Professionalism • Diversity • Energy • Unity

6. Lead the organisation in 2014 to further the application of its new brand vision & to develop the professional body globally Creating the Pathway to be the leading Professional Organisation for all in Supply Chain, Logistics and Transport In 2014 we set these plans Measures Global Branding leveraged Fit for Future Growth Conform to Process & Deliver Better Service Market Focus 20% more Members Priorities GROWTH CAPABILITY GOVERNANCE c “Creating & Championing the programmes for growth in countries and regions” “Service Provision in Education, Membership & Finance” “Guardianship of the Charter & Leadership of the Institute ” Objectives Improve ability in 2014 to provide & manage education & membership services through shared facilities & encourage participation by country organisations The 2014 plans to deliver priorities set out by key programme area agreed by local councils First Choice for Transport & Supply Chain Professionals

7. PILLAR NUMBER ONE: GROWTH Lead by: Chairman of the IMC Supported by: IVP’s and the International Management Committee Accountabilities: • Support for Development of Regional Growth Strategy • Support for implementation of programmes in Growth Markets • Brand Ownership regionally • Regional Coordination & Communication

8. PILLAR NUMBER TWO: CAPABILITY Lead by: Secretary General Supported By: Secretariat Service providers in countries for education, membership, finance & marketing Territories and Branches Accountabilities: • Customer Service to countries from providers supported by SLA’s. • Communication & Coordination • Committee & groups (WiLAT, YPs, Aspire, Alumni) support services • Administration & reporting including finances • Convention and central event organisation • Development of Global Strategy • Implementation of Global Strategy • Brand Ownership in practice globally • Development of Regional Resourcing in growth areas

9. PILLAR NUMBER THREE: GOVERNANCE Lead by: President Supported By: Council of Trustees Audit & Finance Committee Branches & Territories Accountabilities: • Guardianship of the Charter • Leadership of the Institute • Overall owner of Vision & Strategy • Final Authority in decision making • Delegate authority to branches and territories • Brand Ownership • Finance & Legal Ownership • Global Awards

10. To Build our 5 year Strategy we need to • Understand what we are good at and not so good at - our Strengths and Weaknesses • Identify our competitive position in our market – our Opportunities and Threats

11. SWOT ANALYSIS

12. To Build our 5 year Strategy we need to • Review critically our current organisation and how it operates competitively • Review critically our current roles and responsibilities across International roles • Review how we operate as Territories and Branches globally

13. Growth, Governance & Capability Principle of Growth with IMC, Governance with COT and Capability with Secretariat • Central Secretariat role is to support the strategic direction • IMC role is to set that strategic direction • COT role is one of governance and reference • IMC populated by IVP’s who represent the interests of their Territories and have responsibilities for branches in their regions or functional responsibilities for education, membership etc on global scale • Territories have responsibilities to fund and work with their IVP’s • Territories need to own and embrace the opportunities to shape strategy and work through with their IVP’s their approach to the organisation’s direction • Need to work to create a more cohesive and defined group of IVP’s with agreed support and accountabilities that covers new territories and new branches and takes us into new geographical areas • IVP document for discussion takes us into that area with potential new geographies and split between IVP’s • Plan to work towards this rather than overnight change

14. To Build our 5 year Strategy we need to • Identify the key outcomes we wish to achieve • Identify the key measures of success • Think Big • Be prepared to change

15. To achieve our Vision our 5 year goals need to be ambitious& involve changing the way we do things • Growth targets in membership in every country • Fully exploiting the focus on YP & WiLAT • Entry into new markets in a deliberate and focused way • Aggressively working together to exploit education and training opportunities across boundaries not defending our own limited markets • Using the best from each to build the best internationally

16. To achieve our Vision our 5 year goals need to agreed & measured • Identify the key outcomes we wish to achieve • Identify the key measures of success • Report internationally and take action when not achieving • T&B’s to share the task of setting outcomes & agreeing measures & then committing to the targets • Recognise that the stronger T&B’s will lead this for the Institute & others may have to build capability first

17. Our Convention Strategy 2015 – Break the mould and establish a global presence a an International Convention • Transport Logistic Exhibition: Munich May 5-8 2015 or similar event in Europe • One day of Institute business & 3 / 4 days of best practice and external exposure • CILT Platform speakers • Dedicated Exhibition space with country stands • External focus to show our global presence • International Delegates demonstrating our International reach

18. Our Convention Strategy 2016 – India or Bahrain or both as venue • Growth & corporate focus • Key markets for us – Gulf and India • Partnerships with educational bodies in both • Bahrain Polytechnic • GD Goenka University • Proposals received but both need longer lead times to develop • Move back to internal model or can we move to a hybrid of both?

19. Breakout Number One • What would you add / take away from the strengths and weaknesses we described?

20. Breakout Number Two • What are your views on the split of accountabilities between COT / IMC & the Secretariat? • Are there any other organisational changes we should make to work effectively as an International organisation?

21. Breakout Number Three • Should we set goals and targets for growth across all our organisation? • How do we best now build on the initiatives for YP’s and WiLAT?

22. Breakout Number Four • Do you agree with our Convention strategy? • How can we make this work effectively? • How can we all contribute?