The Chartered Institute of Logistics & TransportOur 5 Year Strategy 2014 - 2019

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

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

We structure that by focusing on our 3 pillars

Our programme is underwritten by an explicit declaration of our Values

• Global Leadership• Professionalism• Diversity• Energy• Unity

Fit for Future

Growth

cGROWTH CAPABILITY GOVERNANCE

Market Focus20% moreMembers

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

PILLAR NUMBER ONE: GROWTH

Lead by: Chairman of the IMCSupported 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

PILLAR NUMBER TWO: CAPABILITY

Lead by: Secretary GeneralSupported By: Secretariat

Service providers in countries for education, membership, finance & marketingTerritories 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

PILLAR NUMBER THREE: GOVERNANCE

Lead by: PresidentSupported By: Council of Trustees

Audit & Finance CommitteeBranches & 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

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

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

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

Growth, Governance & CapabilityPrinciple 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

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

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

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

Our Convention Strategy2015 – 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

Our Convention Strategy2016 – 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?

Breakout Number One

• What would you add / take away from the strengths and weaknesses we described?

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?

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?

Breakout Number Four

• Do you agree with our Convention strategy?• How can we make this work effectively?• How can we all contribute?