Strategic Planning, Qualifi Level 7 Diploma in Strategic Management & Leadership

Background

Forbes trucking Ltd is the third largest container and trucking company in St. Vincent with a trucking staff of 85 and an administrative staff inclusive of lawyers at 25, a total of 105 employees. The current business environment in St. Vincent, as a result of the pandemic, is distressing with very little business activity at the Port.

The aim and Objective
is to survive the pandemic and develop a plan on how the company could grow.

to find alternative business for the equipment.
The best way of developing alternative streams of revenue is by going into rental of the existing equipment and by renting alternative machines like backhoe, generators and drills to name a few. These rental items are in demand daily and the company could see a substantial shift in its revenue stream by going into this short-term type of business.

To ensure that our vehicles are adequately disposed of when they are at the end of their useful life.
The survival modelling for Forbes Trucking Ltd is to drastically cut costs and this can only be done by reducing overheads. Cut into transportation costs and payroll are primary activities that must be done immediately and the sale of several assets must be looked at immediately in order to enhance the availability of cash.

Task 1
1.1 Critically evaluate the strategic aims and objectives of your organisation. You may wish to consider qualitative testing, or alignment. Congruence modelling. Evaluate the theoretical underpinning approaches that have been adopted towards evolving strategic plans and planning activities.

1.2 Determine an option, by an established strategic options model of your choice with due reference. You may wish to assess the value of that model, with its fitness for purpose.

1.3 Critically evaluate the impact of stakeholders within strategic plan and its planning horizon. The deployment of a suitable stakeholder concept may be considered; also, stakeholder mapping that has a strategic focus embedded in the mapping.

Task 2

2.1 Critically identify and evaluate possible strategic directions that may be taken to meet strategic aims and merge with the organisations stated missions. The evaluation may take into account macro and micro environmental constraints as appropriate for your purposes, as well as prevailing market conditions and competitor actions and perceived counter actions.

2.2 Determine and assess the feasibility of the options to meet and maximise on efficiency and effectiveness requirements. Keeping the planning horizon in focus, for your inclusions.

2.3 Determine the preferred strategic direction and conduct a risk assessment on the chosen strategies clearly addressing identified problems and constraints.

Task 3

3.1 Explore the internal organisational factors, risk, culture, change activities, structure, nature of the business, factors of future business intentions as well as external factors as deemed appropriate to meet your needs. Place under critical review these factors; it is advised that you underpin this critical review with authenticated, tools, techniques and methodologies and concepts as is appropriate.

3.2 Planning review, control and monitoring is an essential feature of strategic planning activities. For this task you are required to consider the time lines, activities, possible budgetary factors, and key scheduled activities. Determine how these mile stone events will help underclose monitoring, control, justifying the quality and suitability of the review mechanisms to be used throughout the implementation cycle.

3.3 Conduct an impact / risk analysis on the effects of the strategic activity endeavours on the organisations stated strategic objectives. You may if you wish keep in focus the full hierarchy of cooperate objectives, where value can be derived for your purposes. (264 words excluding table).