Strategic Planning Handbook - Association for Supply Chain Management

Strategic Planning

Chapter Leadership Handbook

2006 | Stock #01029

Advancing Productivity, Innovation, and Competitive Success

Strategic Planning

Chapter Leadership Handbook

? 2006 APICS The Association for Operations Management

APICS The Association for Operations Management 5301 Shawnee Road

Alexandria, VA 22312-2317

Stock #01029 January 2006

Strategic Planning Chapter Leadership Handbook

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Table of Contents

Section I: Introduction ......................................................................................................................................... 3

Section II: Developing Your Chapter's Strategic Plan...................................................................................... 6 Step 1: Get Organized.................................................................................................................................. 7 Step 2: Take Stock (Situation Analysis) ................................................................................................... 14 Step 3: Develop a Strategy ....................................................................................................................... 28 Step 4: Draft and Refine the Plan ............................................................................................................. 31 Step 5: Implement the Plan ....................................................................................................................... 35

Section III: Appendices...................................................................................................................................... 37 Appendix A: Sample Summary of Chapter's Situation Analysis and History .................................... 388 Appendix B: Example of a Strategic Plan................................................................................................. 39 Appendix C: Strategic Planning Worksheets......................................................................................... 477 Worksheet 1--Benefits and Concerns ................................................................................................. 48 Worksheet 2--Organize the Planning Effort ........................................................................................ 49 Worksheet 3--History and Present Situation ...................................................................................... 50 Worksheet 4--Questions about Mission.............................................................................................. 51 Worksheet 5--Opportunities and Threats............................................................................................ 52 Worksheet 5a--Clients', Customers', and Stakeholders' Needs....................................................... 53 Worksheet 5b--Competitors and Allies ............................................................................................... 54 Worksheet 6--Strengths and Weaknesses.......................................................................................... 55 Worksheet 7--Critical Issues for the Future........................................................................................ 56 Worksheet 8--Planning for Area Objectives ....................................................................................... 57 Worksheet 9--Action Plan ..................................................................................................................... 58 Worksheet 10--Two-Year Planning Calendar...................................................................................... 59 Appendix D: A Facilitator's Guide ............................................................................................................ 60 Step 1--Get Organized........................................................................................................................... 60 Step 2--Take Stock (Situation Analysis).............................................................................................. 63 Step 3--Develop a Strategy................................................................................................................... 66 Step 4--Draft and Refine the Plan ........................................................................................................ 67 Step 5--Implement the Plan .................................................................................................................. 69

This APICS Handbook and its worksheets are adapted from Strategic Planning Workbook for Nonprofit Organizations, the Amherst H. Wilder Foundation, St. Paul, MN; 1986.

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Section I: Introduction

Everyone seems to agree that a chapter is composed of people working toward common objectives. If the purpose of the chapter (its vision, mission, and goals) is clear enough that the right people are attracted to chapter leadership positions, and if those positions are arranged in a way that allows everyone to give their best to the chapter, the chapter is almost assured of success.

Strategic, long-range planning begins with a vision statement, a mission statement, and basic objectives for the chapter. These documents provide the broad framework for chapter board decisions and action over several years. Yet short-term objectives need to be more explicit to provide sufficient guidance for the current chapter leaders and their successors to select specific targets, make and carry out precise plans, and ensure the chapter will attract and retain members.

This handbook will help you walk through the strategic planning process for your chapter and serve as a reference and guidebook to successfully implement that plan.

What Is Strategic Planning?

For an APICS chapter, strategic planning is the process of deciding what it intends to be in the future and how it will get there. Strategic planning is finding the best future for your chapter and the best path to reach that destination. According to Henry Mintzberg, professor of management at McGill University in Montreal, Quebec, most of what is commonly called strategic planning is actually strategic programming," ...the articulation and elaboration of strategies, or visions, that already exist."1 Once your chapter has decided on its vision and mission and has defined a clear set of broad goals, it is ready to focus on the programming plans that will enable it to get to the place it wants to be in a given time period.

Part of your strategic planning involves operational planning. Operational planning is shortrange planning and focuses on how, in the coming year, your chapter will accomplish program plans, the yearly budget, and short range projects. Operational plans show in specific terms how, in the coming year, the chapter will move toward the future described in its strategic plan. In addition to ongoing, standard activities such as monthly dinner meetings, operational plans should include the issues you define as critical for your chapter in the coming year. The other parts of strategic planning are the two- and three-year goals.

As your chapter develops its strategic plan, it must take into account four sets of forces:

The vision and mission of APICS The mission of your chapter (what you intend to accomplish) What is needed and feasible with respect to your members What your chapter is capable of doing.

1 Henry Mintzberg. The Fall and Rise of Strategic Planning, Harvard Business Review (January-February 1994): 107.

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Pitfalls in Chapter Planning

Strategic planning can be a powerful factor in your chapter's success, but only if it is done realistically and with awareness that monitoring and flexibility are an inherent part of the plan. It is also important that the chapter leaders participate in the planning and work together in such a way that everyone on the planning team helps shape the chapter's course. If this occurs, enthusiasm will build along the way. Remember that "calculated strategies have no value in and of themselves...strategies take on value only as committed people infuse them with energy."2

Chapters in distress or in jeopardy may wish to discuss immediate critical problems before proceeding with strategic planning. If a chapter has a serious financial problem or a severe lack of chapter officers, it may be wise to focus exclusively on this issue in the strategic plan.

If your chapter has organizational problems, doubts about the effectiveness or need for strategic planning, or some seemingly irresolvable constraints, get help from your region staff before proceeding. The region leaders will work with you to reduce the risk of bad decisions and will assist your chapter in overcoming concerns and resolving those constraints.

Keep In Mind...

? Strategic planning is an evolving, ongoing process. Your strategic plan will never be perfect or complete.

? Keep your planning simple, realistic, and manageable.

? Involve your chapter leaders in the entire process.

? Bring creativity and imagination into the process. Use the five planning steps, discussed in Section II, but don't be limited by them.

? Do not develop strategies that you cannot implement.

? Do not allow your strategic plan to become an end in itself. Remember it is only a tool to help your chapter succeed.

Why Develop a Strategic Plan?

To improve chapter performance To stimulate creative thinking and clarify future direction To solve major organizational problems in the chapter To survive and flourish with less To build teamwork and expertise among chapter officers and members To influence rather than be influenced To meet member's requirements To manage your chapter better

2 Philip Selznick, Leadership in Administration: A Sociological Interpretation. New York: Harper and Row, 1957.

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