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Module overview - Plan and develop transport and logistics business

This module extends our study into the completion of planning activities for an operational area within a transport and logistics business. It goes beyond the simple skills of planning for operations, resources and projects. Instead we will also examine how to set shared visions and values. In contemporary organisations a leader's role focuses on both assisting to set direction and completing the planning processes so that ownership of the direction and vision may be shared. This de-emphasises the role of the leader as inspiring and continually motivating people to perform and the manager actually implementing the plan. Individuals need to do both management and leadership activities if planning is to be successful.

The key terms in this theme will often blur into many separate definable concepts that are hard to related back together. Visions, values, meaning, purpose, and goal orientation all have at their core how direction is communicated to others. The theme does not, however, seek to be a template on how to conduct operational planning. Rather, we will seek to illuminate the essential aspects as to how to facilitate the setting of sustainable plans for a business area within a planning process.

In parenthesis to this study we explore topics that are often not well understood. As such, not understanding the topics in this theme often lie at the heart of why so many managers, in so many modern organisations, spend the bulk of their time on interventions and remedial activities caused by a failure to plan strategically.

This module is divided into 5 chapters as follows.

Chapter 1: Introduction to planning

Chapter 2: Plan and manage resources

Chapter 3: Risk Management

Chapter 4: Planning projects

Chapter 5: Problem solving and decision making

When being assessed consideration should be given to linking this module with Module 7 Set, monitor and evaluate budgets .

Competency alignment

Module 6 covers TDTP498B Develop a transport and distribution business plan from the Transport and Distribution Training 2004 Training Package (TDT02).

 

TDTP498B Develop a transport and distribution business plan

Unit Descriptor

This unit involves the skills and knowledge required to develop a business plan for an organisation or a discrete business unit in the transport, storage and distribution industries in accordance with relevant regulatory requirements and workplace procedures. This includes conducting a situational and market analysis, analysing the organisational environment, developing appropriate strategies, and implementing and evaluating the resulting business

Element

Performance Criteria

1. Situational and Market analysis

1.1

The transport and distribution business's principal services, markets, products and the factors that distinguish the business and contribute to its success are identified

1.2

The transport and distribution business/operating environment is defined and reviewed using information from staff members, customer feedback and external sources

1.3

Qualitative and quantitative market analysis data is documented

1.4

Target markets and relevant regulatory requirements are identified

1.5

Impact of transport and distribution business on market is recorded and projected change in market and/or services during the life of the plan is projected

1.6

Competitors, customer perceptions and market share of existing competitors operating in the transport and distribution industry are identified

1.7

Proposed business focus on specific target markets, pricing, sales and appeals are defined

1.8

Potential profitable opportunities are identified and documented

2. Analyse organisational environment

2.1

Current transport and distribution business operations, practices, work flow, equipment and facilities are analysed

2.2

Capability of the organisation in terms of technology, research, development and tools is outlined

2.3

Current resources and any resources that may be accessed to meet identified opportunities for business operations are evaluated

2.4

Developments in technologies predicted within the lifetime of the business plan are evaluated and analysed

2.5

Capability of the organisation in terms of staff, equipment, facilities, operational systems and financial status are assessed for strengths and weaknesses

2.6

Costs of making operational adjustments in relation to existing and new business to influence improved profitability and positioning are reviewed

2.7

Premises for decisions are documented, potential circumstances which may alter the environment are identified and contingency provisions are made

3. Develop strategies

3.1

Benchmark goals are documented and checked for realism in terms of internal and external environmental factors

3.2

Decisions and adjustments regarding resource allocation to various products and services are made, based on external and internal analyses

3.3

Organisational adjustments are documented and implementation strategies established

3.4

Projections of profit and loss or income statements per quarter until break-even point are constructed for the whole organisation and each cost centre

3.5

A finalised business plan including performance indicators is prepared in accordance with enterprise requirements and circulated to stakeholders

 

Questions and feedback from stakeholders are responded to promptly and, where appropriate, incorporated into the plan

4. Implement and evaluate business plan

4.1

Implementation plans for the management of workplaces, staff, business operation and operational systems are monitored and, where required, adjustments to the plans are made

4.2

Current and future marketing strategies and any areas of specialisation are detailed and implemented

4.3

Performance of the organisation in relation to the identified performance indicators are regularly monitored and reviewed