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

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Presentation on theme: "The Chartered Institute of Logistics & Transport Our 5 Year Strategy 2014 - 2019."— Presentation transcript:

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

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 STRENGTHS charter status strong/outstanding members conspicuous brand low cost headquarter office OPPORTUNITIES new logo and re-branding local influence increase career opportunities in supply chain empowerment for TO/IB to grow WEAKNESSES local governance could be an issue and not taken seriously part-time support for headquarters not able to attend to matters as quickly as we wish longer term planning lacking communication and web support not strong THREATS similar and competitive institutions e.g. Supply Chain Council, CIPs, BVL weakening of attractiveness of membership 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 Role of IVPs and Presidents of TOs Local Presidents and IVPs to form the management committee IVP for functional duties (already an accepted practice) IVPs can also be experts in their fields and serve as the international resource. (e-news should carry profiles of IVPs to enhance their status and global awareness) To reflect on the importance of the of role of IVPs, record of attendance at meetings to be kept and published in annual report Do we want a face to face meeting with IVPs every year outside ICM?

15 Role of IVPs and Presidents of TOs Moderate fee increase to build up international office TOs to undertake support functions : – Ireland - Education Administration – Hong Kong - Membership – UK - Marketing and Webpage – Sri Lanka - WiLAT – New Zealand - Young Professionals – Ireland - Education Standards – CILT International - e-News – Nigeria/Olupot - African Forum

16 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

17 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

18 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

19 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

20 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?

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

22 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?

23 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?

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

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