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Strategic Planning PresentationEnterprise IrelandFinance 4 Growth seminar, Cork,10th March 2015

Company Overview

HQ in Cork with distribution hubs in Dublin & UK.

3 Divisions Chemicals, Paint and Food Ingredients.

30M Revenue.

Handling 1000s of premium products.

Adding value to sourcing, manufacturing and distribution.

World Class innovators.

Alamari AvTT2 Project

Carbon Group

Our Capabilities

FACILITIES to blend and package chemical formulations to customers specifications.

ON-SITE LABORATORY for QC testing, QA, trials and product development, full batch traceability from raw material to finished goods.

CUSTOMISED BLENDING of liquids & powder formulations for the Food, Pharmaceutical & Industrial sectors.

Flexible MANUFACTURING SYSTEMS using best in class LEAN practices and QMS.

PROCESS EXCELLENCE with ISO Accreditation, REACH Compliant, Responsible Care, HACCP, SQAS & ESAD & ADR.

Global Sourcing

Partnership with an INTERNATIONAL NETWORK of leading industry manufacturing and product suppliers.

SUPPLY CHAIN MANAGEMENT providing technical products, R&D and innovative technologies.

DIVERSE RANGE of premium products sourced across our Chemicals, Food Ingredients and Paint & Equipment divisions .

Innovative Solutions

By working with you we deliver INTELLIGENT SOLUTIONSthrough; project & site surveys, product evaluations, technical discussions, recommendation and commissioning.

EXCELLENT RELATIONSHIPS with International partners, Third Level institutes and Government agencies.

Customer Focus

We are committed to providing a superior CUSTOMEREXPERIENCE across all aspects of our business.

Our friendly, proactive and knowledgeable staff work inPARTNERSHIP WITH YOU to meet your product, process andbusiness needs.

Our reputation in the industry is of RELIABILITY, TRUST andalways supporting our customers.

Industrial & Water Treatment Chemicals.

Laboratory Products & Reagents.

Innovative Cleaning Products.

Contract Manufacturing.

Formulated Detergents.

Chemical Management. Agricultural Products. Speciality Chemicals. Packaging. Solvents.

Chemicals

Commodity Ingredients.

Dairy Antibiotic Testing.

Functional Ingredients.

Speciality Ingredients.

Preservatives.

Flavours. Salt.

Food Ingredients

MARKETS WE SERVE:

Original Equipment Manufactures.

Furniture.

Buildings & Infrastructure.

Agriculture & Construction Equipment.

General Industry.Transportation.

Paint

Strategic Planning process (to date)

Question: Why do we need a Strategy?

0

10000

20000

30000

40000

50000

60000

1997 2000 2003 2005 2006 2008

Carbon Group Sales Growth 1997 - 2008

Answer: Because we didnt see it coming

0

10000

20000

30000

40000

50000

60000

1997 2000 2003 2005 2006 2008 2009

6.7M fall in Turnover (22%)Coatings Division fell 46%

Company overview

CHEMICALS FOOD INGREDIENTS

Industrial Chemicals Functional Ingredients

Laboratory Reagents Commodity

Pharma Chemicals Antibiotic Testing

Agricultural Products Contract Manufacturing

Contract Manufacturing

Sterile/Cleanroom

By working beyond the gate of our customers, we understand their needs, bring them intelligent solutions, and provide them with real value & support to improve their business. Intelligent solutions. Delivered.

PAINT & EQUIPMENT

Powder Coatings

Protective Coatings

Auto Refinish

Industrial Paints

Application Equipment

Wood Finish

80%

20%

54EMPLOYEES

EST

1967

MANUFACTURING(Value Added)

DISTRIBUTION(Global Technology/

Local Expertise)

Where we were in 2010

Strategic Focus Areas

2011 2015 Transform Strategic Plan

http://www.enterprise-ireland.com/en/http://www.enterprise-ireland.com/en/http://www.imi.ie/http://www.imi.ie/

3 pillars of the strategy Strategic Focus Areas

Organisational - Staff StructureExcellence - Culture & Communications

- Training, HR

Process Excellence - Bal. Score card KPIs & Benchmarking- New ERP- LEAN Business systems

Innovation - Innovation Culture- New Product development process- Next generation products

Carbon Group Strategic plan delivery

Strategic pillars Strategic focus area projects H1 H2 H1 H2 H1 H2 H1 H2 H1 H2

Carbon Group Strategic plan

Organisational Excellence

- Divisionalise the organisation & change the structure

- Culture change I II

- HR Strategy adoption & structured Performance mgmt.

- Branding (I, II & III)

Process Excellence

- Office 365 implementation

- KPI Balance score card introduction

- Lean Start (introduction)

- Lean Plus & ERP process mapping

- ERP selection

- ERP implementation (Phase I, II) I II

Innovation

- Adhoc new product introduction

Innovation process set up (Stage gate process)

EI R&D project (small) - Innovation project mgmt.

Mid term Strategic review

- Assess performance to date (in all things f inancial and non financial terms)

- Decide w hat w e keep and w hat w e loose

- Make the change

2011 2012 2013 2014 2015

5 year business plan

Planning framework

H1 H2 H1 H2 H1 H2 H1 H2 H1 H2

Annual Group Operations plan

Commercial Division plans

- Paint

- Chemicals

- Food

Support Divisions

Operations

Purchasing

Finance

Paint division sales personnel budgets &

targets

1 year plan 1 year plan 1 year plan

1 year plan 1 year plan 1 year plan 1 year plan 1 year plan

1 year plan 1 year plan 1 year plan 1 year plan 1 year plan

1 year plan 1 year plan 1 year plan 1 year plan 1 year plan

Budget / Performance

objectives

Budget / Performance

objectives

Budget / Performance

objectives

Budget / Performance

objectives

Budget / Performance

objectives

1 year plan 1 year plan 1 year plan 1 year plan 1 year plan

1 year plan 1 year plan 1 year plan 1 year plan 1 year plan

1 year plan 1 year plan 1 year plan 1 year plan 1 year plan

2011 2012 2013 2014 2015

5 year business plan

Carbon Group 2010 2015 Mid Term review

Mid term review

Measures Action Outcome

- Closed Belfast location

- Sold tw o technology groupings of the Coatings division

- Turnover fell, costs fell further, Profitability improved

- Ceased investing in f ield sales staff not achieving sales

plans and targets

2)

Personnel performance review (at all levels) of the

business - Get the right people on the bus and get

them sitting in the right seats

Follow the HR protocols & know w hat you

w ant to achieve & be honest to staff anf to

the business

We w ent from 55 staff up to 60 staff, back dow n to 45

staff (at all levels of the organisation) w ithout issue in an

honest and fair manner

3)

If SFA projects not progressing on schedule or of

suff icent benefit

Close the projects dow n, w asting effort is

demotivational to everyone involved.

You use limited resources on projects that are of greater

benefit to the organisation

Compare actual f inancial Performance to target

/milestone performance expectation - (not to prior

years, an improvement on past mediocrity is not

acceptable)

Agree a course of action & do it1)

Annual Planning Timeframe June

Jul

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Group Ops plan

Current Financial / Business Forecasting model

- Issue Q3 YTD sales reports & 2015 forecast templates to sales divisions for Budget preparation

- Issue the Q3 Financial & SFA briefing pack to Senior Mgmt & non execs

- YTD Q3 Financial review & SFA project review meeting

- Draft the Financial "Current business" annual budget & wait for the Group Ops plan

- Redraft the budget after review of Group, Commercial & Ops business plans

- Finalise the Budget at SRM Budget review meeting

- Quarterly Strategic Review Meetings (Actual performance V's planned)

- Financial Performance (Group & Divisional)

- Business plan performance (Commercial & Support)

- SFA project review

Q3 Q4 Q1

The Current Annual financial Planning cycle

Annual Planning Timeframe June

Jul

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Group Ops plan

Current Financial / Business Forecasting model

- Issue Q3 YTD sales reports & 2015 forecast templates to sales divisions for Budget preparation

- Issue the Q3 Financial & SFA briefing pack to Senior Mgmt & non execs

- YTD Q3 Financial review & SFA project review meeting

- Draft the Financial "Current business" annual budg