This plan is .....

1. Logistics Directorate 2024-2028 Strategic plan
Preface
The Strategic Plan for the Directorate of Logistics for the years 2024-2028 provides a comprehensive roadmap to achieve
the department's long-term goals and enhance its operations effectively, initiated in the year 2024. This strategic plan offers
a framework to highlight the department's strengths, address weaknesses, and capitalize on opportunities. Prior to
outlining this plan, some background information is presented below.
a. General information regarding Building Maintenance and General Cleaning Services.
Regarding this matter, the link to the relevant Excel file is provided below, and in this context;
Building Maintenance Dashboard
1. When examining five years of building maintenance expenses,
General Expenditure Capex Opex Expenditure
In Capex expenditures, there was a 20% and 72% increase until the year 2021, but in 2022, there was a 39% decrease, while
in 2023, there was a 101% increase.
2. Top 10 expenses relating to informations below presented.
While there has been a significant increase in security expenditures, a decrease has been observed in rental expenses. In
this context, it is important to consider the balance between CAPEX and OPEX in strategic planning related to building
maintenance and to enhance the efficiency of expenditures.
1202 K
1237 K
1419 K
1350 K
1592 K
K 500 K 1000 K 1500 K 2000 K
2019
2020
2021
2022
2023
205 K
247 K
425 K
258 K
519 K
997 K
990 K
994 K
1093 K
1073 K
K 500 K 1000 K 1500 K 2000 K
2019
2020
2021
2022
2023
K 500 K 1000 K 1500 K 2000 K 2500 K 3000 K
Supply with A4 Paper
Municipal Taxes for activity development
Bar expenses
Garbage
Heating
Municipal Taxes
Cleaning
Rent expenses
CAPEX - Renovim i objekteve - te tjera
Object Security
2019 2020 2021 2022 2023

2. b. General information regarding Fleet Operations.
Subject about to the relevant excel file The link is below presented is in context;
Vehicle Management Dashboard
1. 2020-2023 years between four annual “Total” and “Fuel” expenses below presented.
Total expenses Fuel expenses
Between 2022 and 2023, there was a decrease of approximately 45K in total expenses, while fuel consumption showed a
negative value of 95K.
2. When analyzing the total expenses;
It has been observed that fuel expenses account for 54% of the total expenses, while service expenses account for 24%. It
is imperative to take urgent action, such as closely monitoring fuel consumption and tracking vehicle usage both during and
outside of working hours, to address these issues effectively.
1481 K
1793 K
2093 K 2048 K
780 K
908 K
1205 K
1100 K
3993 K
1797 K
266 K 484 K
191 K 43 K
641 K
54%
24%
4% 7%
3% 1%
9%
0%
10%
20%
30%
40%
50%
60%
K
500 K
1000 K
1500 K
2000 K
2500 K
3000 K
3500 K
4000 K
4500 K
Fuel Service New Tires Insurance Registration
Technical
Inspection
Other
Total 3993 K 1797 K 266 K 484 K 191 K 43 K 641 K
Percentage 54% 24% 4% 7% 3% 1% 9%

3. 3. In "Service" and "Other" expenditures,
Total Service expenses
It has been observed that unplanned service expenditures range between 350K and 430K annually. It is crucial to conduct
in-depth analysis on this matter and implement proactive measures to address potential issues before they arise. This
includes examining the impact of using low-quality materials, incorrect vehicle usage, and similar factors.
“Other” expenses (Top 3 expenses)
When examining the top three expenditures within the total "Other" expenses, it has been observed that there was a 203%
increase in vehicle rental payments after 2021, and this trend continued at 144K in 2023, accounting for approximately
641K over the four-year period.
2020 2021 2022 2023
Irregular 352 K 434 K 349 K 393 K
Regular 65 K 68 K 63 K 73 K
K
20 K
40 K
60 K
80 K
100 K
120 K
140 K
160 K
180 K
Vehicle Rent Expenses Car wash
Gps tracking system -
Membership fee
2020 26 K 20 K 15 K
2021 84 K 20 K 15 K
2022 171 K 13 K 19 K
2023 144 K 23 K 16 K

4. Office observations
As a result of office observations, it has been determined that reporting processes are significantly weak, and unit managers
lack any service system for tracking tasks. It has even been observed that Excel, as a simpler tracking method, is not being
utilized.
1. In Vehicle Management, the tracking system being described more as a general monitoring program rather
than a fleet management system, the lack of knowledge about who is using the vehicles, the absence of control
in vehicle tracking, and particularly the lack of fuel consumption control in reporting processes have
significantly contributed to these challenges. Field visits could not be conducted due to the indifference of the
Unit Manager. Therefore, further observations could not be made.
2. In Building Maintenance Management, there is no tracking system in place. Tracking is entirely done through
agendas. Additionally, no notifications or reports can be obtained from the unit manager. Field visits could not
be conducted due to the indifference of the Unit Manager. Therefore, further observations could not be made.
3. In Warehouse Management, due to the Depot Manager being occupied with the transition to the new SAP
system, field visits regarding the warehouses could not be conducted.
No feedback, reporting, emails (although very rare), or any form of communication can be obtained from any of these three
Unit Managers.
Taking all of these into account, it is essential to establish a system based on "Corporate Structure" to support control,
monitoring, analysis, and reporting activities in the Logistics Department. For the successful implementation of this strategic
plan, intra-departmental collaboration and the involvement of stakeholders are of paramount importance. Full
participation and support from all department employees and relevant stakeholders are expected for this strategic plan.
This strategic plan aims to serve as a guide to secure the future success of the Logistics Department, enhance operational
efficiency, optimize costs, and ensure stakeholder satisfaction.

5. Contents :
1 - Strategic Planning
Objective: Achieving long-term goals
a. Vision and Mission Statement
b. SWOT Analysis
2- Budget-Cost Management
Objective: Ensuring optimal budget-cost sustainability
a. Definition and Types of Costs
b. Cost Control
3 - Performance Analysis
Objective: Effective management and work power development increasing
a. Performance Criteria and Goals
b. Implementation and Performance measurement
c. Change And Improvement
d. 360 Degree Feedback
e. Rewards And Recognition
f. Workforce Management
4 - Warehouse Operations
Objective: Organizing warehouse areas, inventory management, warehouse operations and tracking, stock-cost
optimization, rapid response, efficiency, and performance improvement
a. Warehouse Planning
b. Inventory Management
c. Warehouse Design
d. Material Loading and Transport
e. Security
f. Cycle Counts and Audits
5 - Fleet Operations
Objective: Cost optimization, active logistics management, efficiency and performance increase
a. Route Planning
b. Tracking and Monitoring
c. Security and Risk Management
d. Cost Analysis
e. Sustainability
f. Insurance and Financial Instruments
6 - Building Maintenance and General Cleaning Services Operations
Objective: Optimization of service and cost quality, and performance enhancement
a. Maintenance and Repair Services
b. Cleaning Services
c. Security and Emergency Preparedness
d. Warehouse and Inventory Management
e. New Service Tracking System

6. 1 - Strategic Planning
Objective: Achieving long-term goals
a. Vision and Mission Statement: Strategic vision and mission should be established to determine the department's
long-term goals and provide better service to our stakeholders. (Staff participation is important in the process of
creating the mission and vision)
1. Our Vision: To continuously improve our logistics operations, become a leader in the company, and provide
quality service to our stakeholders. (Example)
2. Our Mission: To ensure excellence in supply chain and transportation management with a stakeholder-centric
approach and enhance operational efficiency. (Example)
b. SWOT Analysis: Department's strong aspects , weaknesses aspects , opportunities And threats analysis by strategic
orientation will be provided .
1. Our Strenghts: We have a wide network and some capable and change-oriented human resources albeit
limited.
2. Our Weaknesses: There is limited flexibility in storage capacity. There are logistical challenges in the
transportation network, lack of vehicle tracking, reporting deficiencies, and centralized management control
for building maintenance. There is no field control for warehouse-related operations.
3. Opportunities: The use of new technology (SAP) can make operations more efficient and reduce costs. The
opportunity of Workforce Diversity allows for transitioning some employees from a weak aspect to a strong
aspect due to differing skill and experience levels.
4. Threats: Some personnel within the department may resist organizational or new business practices changes,
which could reduce operational efficiency and hinder innovation and development.

7. 2 - Budget-Cost Management
Objective: Ensuring optimal budget-cost sustainability.
a. Definition and Types of Costs: A new reporting system will be established to determine the department's budget
items and analyze cost types.
1. Definition of Fixed Costs and Variable Costs: Determination and implementation of methods used to calculate
costs will be ensured.
2. Calculation Methods: Determination and implementation of methods used to calculate costs will be ensured.
3. Cost Control and Analysis: Costs will be monitored, analyzed, and compared with the budget.
4. Cost Accounting and Reporting: Costs will be accounted for and regularly reported.
5. Evaluation and Improvement: Regular evaluation of costs will be conducted, and opportunities for
improvement will be explored.
b. Cost Control: It is important to monitor and control costs regularly to stay within the budget. Therefore, the
following actions will be taken.
1. Identification of Cost Control Tools: Simple tools based on VMS/SAP-Excel will be identified and implemented
for budget-cost control.
2. Challenges in Cost Control: Identifying challenges encountered in budget-cost control processes and
researching solutions.
3. Budget Management: Determination of application and monitoring processes for the simple control system to
be established for budget-cost control and management with appropriate cost control.
4. Reporting: Performance of budget-cost control processes will be regularly reported.
5. Evaluation and Improvement: Regular evaluation and improvement of budget-cost control processes and tools
used will be ensured.

8. 3 - Performance Analysis
Objective: Effective management and work power development increasing.
a. Performance Criteria and Goals: The department's performance will be measured against established metrics,
and objectives will be set.
1. Data Collection: Comprehensive and detailed reporting will be established for the analysis of data from SAP,
VMS, and Arvento systems.
2. Main Objectives and KPIs: Suitable main objectives and KPIs will be identified based on the comprehensive
reporting to be created, with the main objective being determined through Opex-Capex balance and fuel
reduction.
b. Implementation and Performance Measurement: Necessary steps for the effective implementation of the
strategic plan will be determined, and performance will be continuously measured.
1. Performance Measurement: Performance tracking will be done using Excel-Power BI for the time being. An
online system will be established for future.
2. Establishment of the Performance System Online: This tracking system will be created online for real-time
monitoring, enabling employees to track their own performance systematically
c. Change and Improvement: A mechanism will be established to manage changes encountered during the
implementation of the plan and to continuously improve.
1. Improvement Process: Continuous improvement in personnel-job processes will be ensured through the
analysis of reports.
2. Planning and Strategy Development: Annual strategy meetings will be held, and continuous improvement
plans will be created to increase operational efficiency.
d. 360 Degree Feedback: It is important to establish regular feedback mechanisms for evaluating employee
performance.
1. Real-time Monitoring and Feedback: An instant feedback system will be established through monthly, weekly,
and daily reporting.
2. 360 Degree Feedback: Feedback, along with reporting, will be requested from management, creating internal
trust through this 360-degree feedback process. However, it's clear that this process will take time.
e. Rewards and Recognition: Appropriate recognition and reward strategies will be determined to reward successful
performance and motivate employees. (This process will be implemented after establishing an appropriate
reporting and tracking system.)
1. Financial Rewards: Planning will be done with HR for appropriate rewards based on KPI results.
2. Events and Celebrations: Specific information will be provided on how special events, celebrations, and
motivational activities will be planned and implemented.

9. f. Workforce Management: Effective training and development programs need to be established to enhance the
competency of department employees.
1. Training and Development: Planning will be done with the HR department for employee training and
development.
2. Performance Management: Regular evaluation of employee performance and identification of development
opportunities are important. Therefore, employee performance will be evaluated regularly based on certain
criteria. Regular feedback will be provided to employees, and support will be provided to improve their
performance.
3. Reporting: Employee training and development performance will be monitored and reported regularly.
4. Evaluation and Improvement: Workforce management processes will be evaluated and improved.

10. 4 - Warehouse Operations
Objective: Organizing warehouse areas, inventory management, warehouse operations and tracking, stock-cost
optimization, rapid response, efficiency, and performance improvement.
a. Warehouse Planning: Steps necessary for effective planning and organization of the warehouse area will be
determined.
1. Storage and Stock Management: Shelf arrangements and inventory management systems will be optimized
for efficient use of warehouse space.
2. Intra-Warehouse Workflow: Workflow processes such as material intake, storage, preparation, and shipment
will be optimized.
3. Material Placement: Planning for the most suitable material arrangement and placement will be reviewed and
optimized.
4. Product Tree Implementation: A "Product Tree" will be created to determine access processes for packaged
products ("kiosk + cubicle + transformer + panel" / "transformer + panel", etc.). The aim is to prevent the
deterioration of products created according to the BOQ within the "Investment and System Operation
Directorates". Actions will be taken by consulting with the relevant directorates.
5. Reporting: The performance of warehouse operations will be regularly reported and evaluated.
6. Evaluation and Improvement: Continuous evaluation and improvement of warehouse planning and workflow
will be conducted.
b. Warehouse Design: Warehouse layout will be reviewed and optimized to increase efficiency and productivity.
1. Warehouse Functionality and Demand Analysis: The functionality and requirements of the warehouse area
will be determined, and the warehouse design will be revised accordingly.
2. Warehouse Layout and Organization: Warehouse layout and organization will be reviewed to optimize
material flow within the warehouse.
3. Rack Systems and Warehouse Equipment: Warehouse equipment and rack systems will be optimized to
enhance warehouse efficiency.
4. Material Flow and Operations: Material flow will be organized, and operations will be optimized to improve
efficiency.
5. Ergonomics and Environmental Factors: Ensuring ergonomic working conditions for employees and
considering environmental factors.
6. Reporting: Performance of warehouse design and layout will be regularly reported and evaluated.
7. Evaluation and Improvement: Continuous evaluation and improvement of warehouse design processes will be
conducted.

11. c. Inventory Management: Suitable strategies will be determined to ensure proper management of warehouse stocks
and keep them at optimum levels.
1. Types of Inventories: Effective strategies will be developed for managing various types of inventory.
2. Inventory Levels and Safety Stocks: Minimum stock levels will be determined, and safety stocks will be
established as needed. Inventory levels will be regularly monitored and shared with the relevant Directorate of
System Operation and Investments.
3. Inventory Costs: Effective inventory management strategies will be implemented to minimize inventory costs.
4. Inventory Turnover and Velocity: Strategies will be devised to increase inventory turnover.
5. Inventory Tracking and Monitoring Systems: Effective systems will be used to track and monitor inventory
movements.
6. ABC Analysis: Inventory will be classified and managed according to its importance.
7. Reporting: Inventory management performance will be regularly reported and evaluated.
8. Evaluation and Improvement: Evaluation and improvement of inventory management processes will be
conducted based on relevant reports.
d. Material Handling and Loading: Actions will be taken to prevent material damage, considering control of
transportation vehicles and equipment, and ensuring worker health and safety.
1. Transportation Planning: Comprehensive transportation planning will be established to optimize material
transportation processes.
2. Loading Operations: Optimal transportation routes will be determined through Route Planning, and routes will
be regularly updated.
3. Delivery Timing: Effective delivery timing will be planned according to stakeholder demands.
4. Reporting: Performance of transportation operations and delivery timing will be regularly reported.
5. Evaluation and Improvement: Material handling and loading processes will be evaluated and improved.

12. 5 - Fleet Operations
Objective: Cost optimization, active logistics management, efficiency and performance increase
a. Route Planning: Suitable route planning strategies need to be determined to optimize vehicle routes and increase
the efficiency of transportation processes.
1. Stops, Distance and Time: Analysis will be conducted considering factors such as stops, distance, and time for
determining delivery routes.
2. Traffic, Weather Conditions and Other Factors: Factors that may affect the route, such as traffic and weather
conditions, will be taken into account.
3. Delivery Timing: Analyses will be conducted to ensure delivery timing aligns with operational demands.
4. Capacity and Demand Changes: Routes will be determined based on real-time capacity and demand changes.
5. Reporting: Route performance will be reported at regular intervals.
6. Evaluation and Improvement: Regular evaluation and improvement of routes and delivery processes will be
ensured.
b. Tracking and Monitoring: It is necessary to track and monitor the fleet to ensure operational efficiency.
1. Unauthorized Vehicle Usage Tracking: Detection of unauthorized vehicle usage outside working hours will be
conducted, and necessary actions will be taken.
2. Arvento Usage: In the reporting section of the program, unnecessary reports will be filtered out, and necessary
reports will be added as needed.
3. Material And Product Tracking: Tracking of materials and products within the fleet will be implemented.
4. Transportation and Logistics Operation Tracking: Monitoring and managing transportation and logistics
operations will be carried out in coordination with the personnel.
5. Vehicle Depot and Inventory Tracking: Establishment of a vehicle depot structure and tracking of inventory
will be conducted in parallel with the System Operations Directorate.
6. Reporting: Performance of fleet operations will be reported regularly.
7. Evaluation And Improvement: Regular evaluation and improvement of tracking and monitoring processes will
be ensured.
c. Security and Risk Management: Appropriate strategies need to be identified to ensure vehicle security and manage
risks in transportation processes.
1. Physically Security: Ensuring the physical security of the fleet and transportation vehicles will be ensured
through regular checks.
2. Crisis Management and Intervention: Crisis management plans will be established for unexpected situations,
and intervention strategies will be determined.
3. Environmental and Social Risks: Identification of risks and implementation of preventive measures will be
ensured.
4. Reporting: Performance of security and risk management processes will be reported regularly.
5. Evaluation and Improvement: Regular evaluation and improvement of security and risk management
processes will be conducted.

13. d. Cost Analysis: The costs of fleet operations and their impacts on the company's overall performance will be
examined.
1. Fixed Costs, Variable Costs: Identification and analysis of fixed and variable costs related to fleet operations
will be conducted.
2. Cost Control and Monitoring: Regular monitoring and control of costs will be implemented.
3. Unit Cost Calculation: Calculation and analysis of costs per unit will be conducted.
4. Decision Analysis: Decision analysis will be carried out to analyze costs and evaluate alternative solutions.
5. Profitability Analysis: Analysis and evaluation of the profitability of fleet operations will be conducted.
6. Reporting: The results of cost analysis will be reported regularly.
7. Evaluation and Improvement: Evaluation and improvement of cost analysis processes will be conducted.
e. Sustainability: Fleet operations will be managed in accordance with sustainability principles to minimize
environmental impacts.
1. Energy Efficiency and Waste Management: Measures will be taken to ensure energy efficiency and implement
waste management strategies in fleet operations.
2. Economic Sustainability: Actions will be identified to ensure the economic sustainability of fleet operations.
3. Green Innovation, Product Design, Carbon Foot Trace and Carbon Neutralization: Carbon Footprint, and
Carbon Neutrality: Strategies will be developed to promote environmentally friendly technologies and green
product design, as well as to determine and reduce the carbon footprint and implement carbon neutrality
measures.
4. Reporting: Sustainability performance will be reported regularly.
5. Evaluation and Improvement: Sustainability strategies will be evaluated and improved.
f. Insurance and Financial Instruments: Effective management of insurance and financial management processes
related to fleet operations will be ensured for the financial security of the company.
1. Insurance and Financial Management: Management of insurance transactions related to fleet operations and
determination of financial strategies will be conducted.
2. Damage and Compensation: Management of damage situations related to fleet operations and follow-up of
compensation processes will be ensured, and necessary actions will be taken.
3. Risk analysis and Assessment: Processes will be reviewed for the analysis and assessment of potential risks,
and additional measures or corrections will be implemented as needed.
4. Reporting: Performance of processes related to insurance and financial instruments will be reported regularly.
5. Evaluation And Improvement: Evaluation and improvement of insurance and financial management processes
will be ensured.

14. 6 - Building Maintenance and General Cleaning Services Operations
Objective: Optimization of service and cost quality, and performance enhancement
a. Maintenance and Repair Services: It is important to regularly perform maintenance and repair of department
facilities and keep the facilities operational.
1. Duties and Responsibilities: The duties and responsibilities of maintenance and repair personnel will be clearly
defined and regularly reviewed. The current maintenance and repair status of all facilities, including BOQ, will
be documented.
2. Regular Program Development: Maintenance and repair programs will be regularly developed and
implemented under the guise of daily task tracking.
3. Reporting: The performance and effectiveness of maintenance and repair operations will be regularly reported
and evaluated.
4. Evaluation and Improvement: Regular evaluation and improvement of maintenance and repair processes and
service quality will be ensured.
b. Cleaning Services: Regular cleaning of department facilities will be ensured, and hygiene standards will be
maintained.
1. Determination of Duties and Responsibilities: The duties and responsibilities of cleaning personnel will be
reviewed and regularly reassessed.
2. Regular Program Development: Cleaning programs will be created and updated regularly.
3. Reporting: The performance and quality of cleaning operations will be reported and evaluated on a regular
basis.
4. Evaluation and Improvement: Regular assessment and improvement of cleaning processes and service quality
will be ensured.
c. Security and Emergency Preparedness: The security and emergency preparedness of buildings and facilities are
important, and the following steps will be taken.
1. Fire Safety Training Programs: Staff will be trained and educated on fire safety.
2. Emergency Communication and Evacuation Plans: Emergency communication procedures will be established,
and evacuation plans will be developed in consultation with HR.
3. Reporting: The performance of security and emergency preparedness processes will be regularly reported.
4. Evaluation and Improvement: Regular evaluation and improvement of security and emergency preparedness
processes and service quality will be ensured.

15. d. Warehouse and Inventory Management: It is essential to manage the warehouse and inventory regularly, and the
following steps will be taken.
1. Stocking of Materials and Equipment: Inventory of materials and equipment in the warehouse will be
maintained.
2. Inventory of Necessary Spare Parts: Inventory of necessary spare parts will be maintained, and they will be
procured when needed.
3. Control And Analysis: Regular inspection and analysis of the warehouse and inventory will be ensured.
4. Risk analysis and Assessment: Processes will be reviewed for analyzing and assessing potential risks, and
additional measures or corrections will be implemented when necessary.
5. Reporting: The performance of warehouse and inventory management processes will be regularly reported.
6. Evaluation and Improvement: Regular evaluation and improvement of warehouse and inventory management
processes and service quality will be ensured.
e. New Service Tracking System: A service tracking system will be established to effectively monitor and manage
department services. This system will facilitate the requesting, tracking, feedback, and evaluation of internal
department services. The following steps will be taken.
1. Service Request Process: A standardized process will be established for requesting departmental services, and
this process will be implemented across the department. Service requests will be received via a request form
or a digital platform. An Excel tracking sheet will be created prior to the service.
2. Tracking and Monitoring: Requested services will be logged into the system with a tracking number or similar
identifier, and each stage of the process can be tracked using this number. This will ensure transparent
management of the entire process from request to completion.
3. Feedback and Evaluation: Users will provide feedback on completed services, evaluating aspects such as
quality, timeliness, and satisfaction levels. This feedback will provide valuable insights for continuously
improving services.
4. Performance Analysis and Improvement: Data obtained from the service tracking system will be regularly
analyzed to evaluate the department's service performance. Based on these analyses, necessary improvements
will be made to enhance service quality.
5. Training and User Awareness Training sessions will be organized for users regarding the new service tracking
system, providing necessary information for effective utilization. This will facilitate the system's adoption and
maximize its efficiency within the department.

16. Main Strategic - Time Plan
The Main Strategic - Time Plan related to the actions specified in the strategic plan is presented below.