The document summarizes the first annual group meeting of E.F.R Group of Companies. It reviews the logistics status and performance for 2006, identifies areas for improvement, and plans strategies for 2007. Specifically, it conducts a full situational analysis, develops strategic visions and objectives to increase market share and profits. It then outlines strategies of business process reengineering and establishing a learning organization to achieve the objectives through fundamental redesign of work, self-managed teams, and continuous learning.

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E . F . R Group Of CompaniesE . F . R Group Of Companies
First Annual Group MeetingFirst Annual Group Meeting
Logistics Status Review on year 2006 and
Planning for year 2007
Presented byPresented by
LogisticsLogistics
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Logistics Status Review on year 2006Logistics Status Review on year 2006
and Planning for year 2007and Planning for year 2007
Literature ReviewLiterature Review
Full situational AnalysisFull situational Analysis
Developing Strategic, Vision, MissionsDeveloping Strategic, Vision, Missions
Setting ObjectivesSetting Objectives
Crafting a StrategyCrafting a Strategy
Implementing and executing the StrategyImplementing and executing the Strategy
Evaluating Performance and Initiating Corrective AdjustmentsEvaluating Performance and Initiating Corrective Adjustments
Planning for Year 2007Planning for Year 2007
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Literature ReviewLiterature Review
Era 1: Farm to market (Early 1900s)Era 1: Farm to market (Early 1900s)
Physical transportation & distributionPhysical transportation & distribution
within the marketing domainin.within the marketing domainin.
Era 2: Segmented functions (1945s)Era 2: Segmented functions (1945s)
Viewed fromViewed from a functional perspective.a functional perspective.
Warehousing , inventory control, materials handling,Warehousing , inventory control, materials handling,
transportation of in-bound raw materials andtransportation of in-bound raw materials and
outbound finished products were seen asoutbound finished products were seen as
separate functions.separate functions.
Era 3: Integrated Functions (1960s)Era 3: Integrated Functions (1960s)
began the integration of functional areas,began the integration of functional areas,
"linking them together" , the term"linking them together" , the term
integrated logistics"integrated logistics" was used, aswas used, as
an entire system of activities.an entire system of activities.
Era 4: Customer Focus (1970s)Era 4: Customer Focus (1970s)
TheThe customercustomer was regarded aswas regarded as
thethe primary focusprimary focus of the firm. Customer service,of the firm. Customer service,
of which physical distribution is a component,of which physical distribution is a component,
became a significant issue.became a significant issue.
Era 5 : Logistics as Differentiator (1980s)Era 5 : Logistics as Differentiator (1980s)
logistics started to be considered aslogistics started to be considered as
a key means of differentiationa key means of differentiation for the firm.for the firm.
The concepts emerging "how do weThe concepts emerging "how do we
““ link together the whole supply chain”link together the whole supply chain” andand
create value for the consumer and be competitivecreate value for the consumer and be competitive
Era 6: Behavioral and Boundary Spanning (Today)Era 6: Behavioral and Boundary Spanning (Today)
logistics processes aslogistics processes as extended acrossextended across
total supply chains,total supply chains, focuses on the notionfocuses on the notion
that logistics canthat logistics can create competitive advantagecreate competitive advantage
and its link to theand its link to the marketing mix.marketing mix.
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The Role of Logistics in Value Chain
Firm Infrastracture
Human Resource management
Technology Development
Procurement
Inbound
Logistics
Operations
Outbound
Logistics
Marketing
&
Sales
Services
M
A
R
G
I
N
Support
Activities
Primary Activities
Value Chain
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Logistics Status ReviewLogistics Status Review
on year 2006on year 2006
onal Analysis of Year 2005onal Analysis of Year 2005
nnot get to there where we want to bennot get to there where we want to be
now where are we now?now where are we now?
what has happen, happening andwhat has happen, happening and
o be happenedbe happened
oblem areas andoblem areas and
and recommending a plan of action toand recommending a plan of action to
rformanceformance
Rationale of ActivitiesRationale of Activities
(Elements of Strategic Management)(Elements of Strategic Management)
Developing Strategic Vision, Mission, ObjectivesDeveloping Strategic Vision, Mission, Objectives
Crafting , Implement and ExecuteCrafting , Implement and Execute
a Strategya Strategy
Evaluate Performance andEvaluate Performance and
Initiate corrective adjustmentsInitiate corrective adjustments
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What is Situation analysis?What is Situation analysis?
o Considerationso Considerations
any’sny’s external or macro-environmentexternal or macro-environment
ustry and competitive conditionsustry and competitive conditions
ss internal or micro-environmentinternal or micro-environment
tencies, capabilities,tencies, capabilities, resource strengthsresource strengths
aknesses and competitivenessaknesses and competitiveness
“Analysis is the critical starting poin
“Things are
the art is figuring out which dif
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MACROENVIRONMENT
Legislation
and
Regulation
Societal Values
and Lifestyles
Population
Demographics
Technology
The Economy
at Large
COMPANY
Supplier Substitutes
Shipper
s
New
Entrants
Rival
Firms

IMMEDIATE INDUSTRY
AND COMPETITIVE
ENVIRONMENT
The components of a CompanyThe components of a Company
Macro environmentMacro environment
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Company’s external or macro environmentCompany’s external or macro environment
Inbound lifting overview 2005 (Market Vs HMM)Inbound lifting overview 2005 (Market Vs HMM)
0
2000
4000
6000
8000
10000
Market Imp 05 5983 6129 7039 7176 8184 7140 6742 8506 6659
HMM Imp 05 58 56 85 59 35 32 24 36 24
Jan Feb Mar Apr May Jun Jul Aug Sep
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Company’s external or macro environmentCompany’s external or macro environment
Inbound lifting overview 2006 (Market Vs HMM)Inbound lifting overview 2006 (Market Vs HMM)
0
2000
4000
6000
8000
10000
Market Imp 06 7415 6060 7041 7792 6158 7790 9164 8708 8391
HMM Imp 06 109 128 49 108 122 103 70 93 138
Jan Feb Mar Apr May Jun Jul Aug Sep
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Company’s external or macro environmentCompany’s external or macro environment
Outbound lifting overview 2005 (Market Vs HMM)Outbound lifting overview 2005 (Market Vs HMM)
0
2000
4000
6000
8000
10000
Market Exp 05 5902 6485 7063 6618 7643 7115 6204 7185 6877
HMM Exp 05 119 128 149 80 117 104 114 115 104
Jan Feb Mar Apr May Jun Jul Aug Sep
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Company’s external or macro environmentCompany’s external or macro environment
Outbound lifting overview 2006 (Market Vs HMM)Outbound lifting overview 2006 (Market Vs HMM)
0
2000
4000
6000
8000
10000
Market Exp 06 8389 7143 8650 8145 7610 8308 7778 8894 7987
HMM Exp 06 186 180 251 122 259 274 192 276 304
Jan Feb Mar Apr May Jun Jul Aug Sep
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Developing Strategic Vision, MissionsDeveloping Strategic Vision, Missions
Crafting
Objectives & Selecting Strategies
Assess Industry & Competitive Conditions
1. Industry’s dominant economic traits
2. Nature of competition & strength of
competitive forces
3. Drivers of industry change
4. Competitive position and
Strategic moves of rivals
5. Conclusions about industry attractiveness
Assess Company Situation
1. Assessment of company’s present strategy
2. Resource strengths and weaknesses,
market opportunities, and external threats
3.Company’s costs compared to rivals
4.Strength of company’s competitive position
5.Strategic issues that need to be addressed
Identify
Strategic
Options
for the
Company
Select
the Best
Strategy
for the
Company
Strategic Thinking and AnalysisStrategic Thinking and Analysis
Leads to Good Strategic ChoicesLeads to Good Strategic Choices

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Developing Strategic Vision, MissionsDeveloping Strategic Vision, Missions
Crafting
Objectives & Selecting Strategies
Where are we now?Where are we now? (Full Situational Analysis)(Full Situational Analysis)
We are in Shrinking EU MarketWe are in Shrinking EU Market
Where do we want to be?Where do we want to be? (Setting Objectives)(Setting Objectives)
We want to be in growing Asia MarketWe want to be in growing Asia Market
How do we get there?How do we get there? (Crafting a Strategy)(Crafting a Strategy)
Change our target marketChange our target market
(Tailoring strategy to fit specific industry and(Tailoring strategy to fit specific industry and
company situations)company situations)
Which way is the best?Which way is the best? (Implement and execute the Strategy)(Implement and execute the Strategy)
Choosing alternativesChoosing alternatives

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Implement and ExecuteImplement and Execute
the Strategythe Strategy
Functional Activities
Balancing Inbound & Outbound EQ StockBalancing Inbound & Outbound EQ Stock
Prioritized EQ flow from surplus to deficit areasPrioritized EQ flow from surplus to deficit areas
Ensuring enough EQ made availableEnsuring enough EQ made available
where and when requiredwhere and when required
Ensuring necessary slots and routes are establishedEnsuring necessary slots and routes are established
focus on marketfocus on market
Evaluate performance and initiate correctiveEvaluate performance and initiate corrective
adjustmentsadjustments
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HMM Total Inbound Lifting ReviewHMM Total Inbound Lifting Review
(2005-2006)(2005-2006)
0
20
40
60
80
100
120
140
160
Yr2005 58 56 85 59 35 32 24 36 24
Yr2006 109 128 49 108 122 103 70 93 138
Jan Feb Mar Apr May Jun Jul Aug Sep

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HMM Total Outbound Lifting ReviewHMM Total Outbound Lifting Review
(2005-2006)(2005-2006)
0
50
100
150
200
250
300
350
Yr2005 119 128 149 80 117 104 114 115 104
Yr2006 186 180 251 122 259 274 192 276 304
Jan Feb Mar Apr May Jun Jul Aug Sep

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Objectives for year 2007Objectives for year 2007
To gain 10% market share within year 2007~2010To gain 10% market share within year 2007~2010
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Increase net profit by 15% annuallyIncrease net profit by 15% annually
e - business Promotion to get ahead of competitorse - business Promotion to get ahead of competitors
Better customer oriented services than rivalsBetter customer oriented services than rivals
Better co-operative and energize workplaceBetter co-operative and energize workplace
Effective & efficient operations than rivalsEffective & efficient operations than rivals

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Planning for year 2007Planning for year 2007
Strategies for Achieving Objectives
Business Process Re-engineeringBusiness Process Re-engineering
Learning OrganizationLearning Organization

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Business Process Re-engineeringBusiness Process Re-engineering
Fundamental re-thinkingFundamental re-thinking
to achieveto achieve
dramatic improvementsdramatic improvements
In performanceIn performance
Re-designing of workRe-designing of work
emerging theemerging the verticalvertical
& horizontal integration& horizontal integration
( Consistency between( Consistency between
Business & HR capabilities)Business & HR capabilities)
Re-structuring work intoRe-structuring work into
selfself managed work teamsmanaged work teams
and managerial accountabilitiesand managerial accountabilities
is shifted to front linesis shifted to front lines
Senior Management’sSenior Management’s
Commitment to the SuccessCommitment to the Success
(( Of ParamountOf Paramount))
Ability to set ambitious goalsAbility to set ambitious goals
( Through Strong Leadership and( Through Strong Leadership and
Strong Corporate Culture)Strong Corporate Culture)

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The Learning OrganizationThe Learning Organization
Emphasis the needEmphasis the need
toto changechange and paid attentionand paid attention
onon feedbackfeedback and possibilitiesand possibilities
forfor effecting the changeseffecting the changes
Consider theConsider the contextcontext which iswhich is
leading to changesleading to changes rather thanrather than
simply responding to problemssimply responding to problems
or failures by corrective actionsor failures by corrective actions
in respect to existing practicesin respect to existing practices
QuestionedQuestioned the operatingthe operating
practices and procedures andpractices and procedures and
explore the policy, culture andexplore the policy, culture and
attitude spanning the boundariesattitude spanning the boundaries
TheThe useuse of information andof information and
knowledge toknowledge to generate ideas andgenerate ideas and
new ways of thinkingnew ways of thinking rather thanrather than
communication of informationcommunication of information
and knowledgeand knowledge
““The essence of strategy lies in creating tomorrow’s competitive advantagesThe essence of strategy lies in creating tomorrow’s competitive advantages
faster than competitors mimic the ones you possess today.”faster than competitors mimic the ones you possess today.”
Gary Hamel and C.K. PrahaladGary Hamel and C.K. Prahalad

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Formation of
Abstract Concepts
and
Generalizations
Concrete
Experience
Observation
and
Reflections
Applying / Testing
the Implications
Of Concepts in
New Situations
Reflections
- Attempt what Experience means
- Identify what happened
- Questioned practices & Policy
- Consider the context leads to change
Application
- Active Experiment
- Identify the outcomes
- Get results and feedback
- New experience and
began circle
Conceptualization
- Generalize individual experience
- Look the other ways it can be used
- Consider Principle & trends
- Develop common pattern applicable
to new situations
Experience
- Structured or Planned
- May be accidental
- With us or with others
- Take for further learning
Learning Organization
Learning Circle

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Only them there will be a
The River will Flow for Ever
Lasting improvement in performance
and will achieve continuous Success
Complete in full of this cyclical process will lead
effective learning to take place
E . F. R Group Of Companies
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02/14/15 HMM GLOBAL FEEDER OPN 23
Thank You
E . F. R Group Of Companies
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