戰(zhàn)略規(guī)劃模板strategic_plan_templat-2e-預(yù)覽頁(yè)
【正文】 ring the analysis would include: What are the industry39。 What gives your products a clear petitive advantage? What are the environmental and social impacts and implications? Product distribution eg, simple, speedy and easy customeraccess to the product Customer serviceD effort to your market research, product development and marketing activities discussed in previous sections. All budgetary and financial constraints must be factored in to this planning.Areas to be analysed to include: Intellectual Property Protection Patents held plus the corporate entity that holds the patents Shared intellectual property and its protection Intellectual property being used, but not owned Intellectual property protection currently being sort for new developmentsD requirements developed in earlier sections. Then develop linked strategies with clear targets, time lines and budgets to develop and progressively expand production capabilities and capacities. All budgetary and financial constraints are factored in to this planning.Key issues are typically identified following an evaluation of key production and delivery performancedrivers. Typical areas to be addressed during this evaluation include: Plant design, location, size and site requirements Access to key manufacturing technologies Production capacity and capability requirements Criteria for selecting contractors and suppliers Inhouse versus outsourcing of manufacturing requirements The manufacturing and production standards, codes, regulations and OHamp。D that is outsourced should be included in this assessment.Conduct the analysis and planning for this section across the following stages: Current SituationKey Supply Chain IssuesKey StrategiesPerformance Measures and TargetsSECTION NINEBUSINESS SYSTEMS AND PROCESSESBased on the plans/strategies developed and performance targets established in sections One to Eight identify key issues strengths, weaknesses and gaps within the business systems and processes that drive business performance. Then develop strategies to address these issues.Performance reviews to improve internal business systems and processes typically include an assessment of the following performance areas: Information Management and Security (eg, Security Standard AS/NZS ISO/IEC 17799:2000) Future planning and ongoing innovation (eg, new product development amp。 Board and management performanceSECTION 10STAKEHOLDER RELATIONSHIPS AND ALLIANCESDescribe the current situation and list those key stakeholders that currently contribute to business performance. Identify key issues strengths, weaknesses and gaps that relate to improving stakeholder relationships and alliances. Then develop strategies to address each key issue. Stakeholder groups typically include customers, suppliers of good and services, employees, regulators, the environment, munity, government departments and investors. Questions asked during the stakeholder analysis include:Are all of our key stakeholders clearly identified?Who will bee key stakeholders in the near future?Are their expectations and requirements clearly understood?Are they regularly consulted?Are they kept updated, and involved in those business decisions that will affect them?SECTION 11ORGANISATIONAL AND MANAGEMENTSection Seven provides clear production and delivery projections and targets for the pany. Current organisational structures and human resource capabilities will most likely require improvement to meet these increasing business demands. Conduct an analysis of the current situation and growth projections for the pany to identify the key organisational and human resource issues that must be addressed if these growth projections are to be realised. Then develop strategies with key performance measures and targets to address these key issues.Areas to be addressed typically include: Job descriptions and work design for management and staff now and in to the future Encouraging innovation across the pany Industrial relations Taxation Trade Practices What will be the total investment requirement across the duration of this plan when and how much? What will the capital structure and ownership be after each round of investment? SECTION 17STRATEGIC ACTION PLAN Primary Goals, Objectives and StrategiesThe Aim of this section is to integrate all strategies developed across previous sections into a cohesive and balanced plan of highly focussed action that will achieve the overarching purpose of this Strategic Business Plan. Firstly…..Highpriority, clear, actionorientated, timebound and practicably achievable goals are formulated around clusters of 39。 Key Strategic Goal s performance should be assessed against its effectiveness in achieving its high priority goals and performance targets. Plan Review and Up DateTo ensure the plan continues to provide a sharp focus and remain responsive to change it should be formally reviewed and updated every six months, at the achievement of a Strategic Goal and at any other time deemed necessary. Implementation of this plan is to be a fixed agenda item at meetings of the Board of Directors.
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