Chapter Strategic Planning
Saturday May 2, 2015
Rich Bayley, CPIM, CPSM, CIPC
President
Central Indiana Chapter
Developing a Strategic Plan
1. Who is not using a strategic plan to help manage the direction of their chapter?
2. What are your Successes / Challenges?
3. What do you want to get out of this discussion?
Developing a Strategic Plan
PURPOSE
• Why does you chapter exist?
• What’s your purpose?
• Do your plans/actions
support your purpose?
Example “Where” we want to be:
To be Central Indiana’s leader and
premier source of supply chain
and operations management
body of knowledge.
Do we agree?
Example how to get there:
To enable Supply Chain
Professionals to become
more effective through
educational & networking
opportunities.
Keys: Supply Chain Professionals; More effective; Opportunities;
Internal
External
(Attributes of the environment)
(Attributes of the chapter)
SWOT Analysis
•
•
•
•
Helpful
Harmful
to achieving the objective
to achieving the objective
Strengths
Weaknesses
Volunteers - new & veteran
Instructors - 5 to 6 active
Financials – good reserve
Quality – Platinum 10+ yrs.
MAINTAIN / SOLIDIFY
•
•
•
•
IMPROVE / DEVELOPE
Opportunities
•
•
•
•
Ivy Tech Agreement for Education
Rebranding of APICS Fall 2013
Corporate commitment to APICS
Upcoming Business Develop. Mgr.
Threats
•
•
•
•
TAKE ADVANTAGE OF
Decrease in company membership
Perception APICS only entry level Ed.
Weak chapter marketing activity
Getting young professionals to be
active.
Competing for volunteer time
Consultants who compete at Comp.
Changing personal drive of college
students & young professionals.
Economy still not robust.
MITIGATE / ELIMINATE
Developing a Strategic Plan
Plan
•
•
•
•
•
PURPOSE
Suggestions from District Meetings
Suggestions from Leaders
Non-member surveys
Member Surveys
SWOT Analysis
PLAN
Developing a Strategic Plan
Plan
•
•
•
•
•
PURPOSE
Suggestions from District Meetings
Suggestions from Leaders
Non-member surveys
Member Surveys
SWOT Analysis
Examples of your focus areas:
•
•
•
•
Membership (primary reason to exist)
Education (primary reason to exist)
Volunteers (must have to exist)
Financially Sound (to continually exist)
PLAN
Developing a Strategic Plan
To develop a Plan, create “SMART” Goals around your areas of focus.
As a reminder, “SMART” Goals are:
Developing a Strategic Plan
To develop a Plan, create “SMART” Goals around your areas of focus.
Examples:
Membership
•
•
Members are a primary reason we exist. Therefore, growing membership & member
satisfaction is our highest priority. A growth goal of 2% of overall membership and retention of
70% of existing membership will be established every year.
Growing individual as well as company membership will be a focus.
Education
•
•
Educational and networking opportunities are also a primary reason we exist. Therefore,
promoting and delivering quality educational programs will be another priority.
Our chapter will increase educational hours by 3% year-over-year for the next 3 years.
Volunteers
•
•
Volunteers are critical to continued success and existence of the chapter. Therefore,
succession planning and execution must be a critical focus.
A yearly timeline & checklist will be established and executed for finding and training back-up
volunteers for every position.
Keys to success - Board Leaders must:
•
•
agree these goals are realistic; and
agree to be accountable (support) to these goals.
Developing a Strategic Plan
PURPOSE
PLAN
Developing a Strategic Plan
PURPOSE
Tactics / Specifics / A “Policy”
• High-level guidelines of “How to”
• Verbalize activities to be taken
• Phrase in statements
POLICY
How will you get there?
Path
PLAN
Developing a Strategic Plan
Create a list of activities & time lines that support your focus areas.
Membership Goal
•
•
Members are a primary reason we exist. Therefore, growing membership & member
satisfaction is our highest priority. A growth goal of 2% of overall membership and retention of
70% of existing membership will be established every year.
Growing individual as well as company membership will be a focus.
Membership Tactical Strategy to get there:
1)
2)
An annual member survey will be completed by December of each year in order to:
•
Seek to understand member expectations and needs.
•
Understand why members are not attending events so that we can make adjustments.
A marketing strategy will be designed, updated and/or implemented by end of December in
order to:
•
Understand our market opportunity in central Indiana. Who are the top 50 or 100
companies that would align with APICS?
•
Target areas/companies with the greatest opportunity.
•
Market APICS to 20 new companies each month by mail, in-person, phone calls…
•
Market APICS through social media (LinkedIn, Facebook…) each month..
Developing a Strategic Plan
Create a list of activities & time lines that support your focus areas.
Education Goal
•
•
Educational and networking opportunities are also a primary reason we exist. Therefore,
promoting and delivering quality educational programs will be another priority.
Our chapter will increase educational hours by 3% year-over-year for the next 3 years.
Education Tactical Strategy to get there:
1.
2.
3.
Publish a master education plan going out a minimum of 6 to 9 months. Make changes as
needed.
•
Public Education plan, listing classes & dates. Offer at least one of each class/year.
•
PDM plan, listing dates (and topics if possible). Offer at least 10 PDM meetings/year.
•
Plant Tour plan. Offer at least 4 plant tours per year.
•
Offer at least one seminar per year.
Use Member survey to better understand member’s educational needs.
Use Marketing strategy to better understand our target audience.
Developing a Strategic Plan
Create a list of activities & time lines that support your focus areas.
Volunteer Goal
•
•
Volunteers are critical to continued success and existence of the chapter. Therefore,
succession planning and execution must be a critical focus.
A yearly timeline & checklist will be established and executed for finding and training back-up
volunteers for every position.
Volunteers Tactical Strategy to get there:
1.
2.
3.
All board members (except President Elect, President & Past President positions) will seek
out and on-board at least one volunteer to help in their area by September.
•
Board members will increase this volunteer support to at least two volunteers per board
member by September. The intent is to keep volunteers active, make available a
volunteer base to choose from for new board positions, and mitigate the risk of vacant
board positions.
Survey targeted volunteers (board members, non-board members, instructors…separately)
by end of January to understand what they enjoy, not enjoy and can improve upon as
volunteers.
Appreciate volunteers by recognizing them, at minimum, annually in person, at a PDM,
and/or in writing.
Keys to success - Board Leaders must:
•
•
agree these tactics are realistic; and
agree to support and act on these tactics.
Developing a Strategic Plan
PURPOSE
POLICY
How will you get there?
Path
PLAN
Developing a Strategic Plan
Reassessment:
1. Add an action item in your annual meeting to review your plan and results.
2. Make it a priority to report progress of activities monthly at your board meetings.
3. Make adjustments as needed in order to make the plan more effective.
Developing a Strategic Plan
PURPOSE
Questions?
POLICY
Questions?
How will you get there?
Path
Questions?
PLAN