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1.1.1 Strategic Planning. January 9th, 2012 Tim Holland, CEO/President Aman Sangha, Business Analyst/CI. What we do?

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1 1 1 strategic planning

1.1.1 Strategic Planning

January 9th, 2012

Tim Holland, CEO/President

Aman Sangha, Business Analyst/CI

What we do?

Distribution, Packaging and Vendor Managed Inventory Services of Industrial/Specialty Supplies such as Adhesives, Sealants, Paint and Composite Manufacturing Materials for the Aerospace and Composite Structure Industries.

Who we are?

  • Serviced Aerospace Industry Since 1959

  • Owner Change 2011

  • Revenue 2010 ~ $40 MUSD

  • AS9100/AS9120 Certified, NADCAP Accredited

  • Headcount 77 FTE

  • Locations

    • Fort Worth, TX (HQ)

    • Wichita, KS

    • Tulsa, OK

    • Ball Ground, GA

    • High Point, NC

1 1 1 strategic planning1
1.1.1 Strategic Planning

Purpose: to define and deploy the most important strategic priorities to drive performance improvement.



Planning Session







Confirm participants and assignments

Financial Analysis

Operations Analysis

Technology Analysis

Markets Analysis

Competitive Analysis

Standards – AS9100, SEA

Compile strengths, weaknesses, opportunities, and threats from customers, suppliers, and employees

Customer Interviews/Surveys

Employee Interviews/Surveys

Supplier Interviews/Surveys

Report Outs




Goals & Timetables



Objectives – Action Plans

Value Streams


Process Owners

Employee Meetings

Supplier Meetings

Customer Meetings

Department & Individual Goals




1.1.1 Strategic Planning Process – How does your organization accomplish its strategic planning? What are the key process steps and who are the participants? How do you ensure that the process addresses strengths, weaknesses, opportunities, and threats; major shifts in technology, markets, and competition? How are standards such as AS9100 integrated into the planning process? What are your key strategic goals and timetables?


This process is owned and lead by the CEO/President and includes the senior management team members.

The Strategic Planning process is repeated on an annual basis. At the end of each fiscal year (March – February) the annual plan for the next year is created.

Graco uses “Gazelles – One-page Strategic Plan”.

The plan is shared with all employees through 1.1.2 Leadership Communication Process, 55GS03-01.

Note 1: This includes defining Core Values/Beliefs, Purpose of business, Actions to fulfill purpose/values/beliefs, BHAG, 3-5 Year Targets, Key Thrusts/Capabilities (3-5 year priorities), KPI’s and Brand Promise.

Note 2: Goals for one year, Financial plan, Key Initiatives (1 year), 1 or 2 Critical Numbers to focus on, SWOT analysis. Annual Theme

Note 3: Quarterly Financial Plan, Quarterly Priorities (Rocks – To support annual priorities), 1-2 Critical Numbers, Quarterly Theme, Celebration Reward, Quarterly Accountabilities.