STRATEGIC PLAN

HENRY FERNANDO ALDANA SUAREZ 538501

HAIDER ALEJANDRO MARTNEZ MALAVER 538428

CATHOLIC UNIVERSITY OF COLOMBIA

FACULTY OF ENGINEERING
INDUSTRIAL ENGINEERING PROGRAM
BOGOT
2017
 STRATEGIC PLAN

HENRY FERNANDO ALDANA SUAREZ 538501

HAIDER ALEJANDRO MARTNEZ MALAVER 538428

ING. NELSON MANOTAS RODRIGUEZ

STRATEGIC PROSPECTIVE

CATHOLIC UNIVERSITY OF COLOMBIA

FACULTY OF ENGINEERING
INDUSTRIAL ENGINEERING PROGRAM
BOGOT
2017
 Content
Page
INTRODUCTION 6
1. DESCRIPTION OF THE COMPANY 7
1.1 BUSINESS CONCEPTUALIZATION 7
1.2 SURROUNDING ANALYSIS 7
1.3 SURROUNDING PROFILE OF OPPORTUNITIES AND THREATS. 9
1.4 STAKEHOLDERS 10
2. ORGANIZATIONAL PRINCIPLES PROPOSED BY THE AUTHORS 11
2.1 VALUES AND CORPORATE PRINCIPLES 11
2.2 MISSION 12
2.3 VISION 12
2.4 STRATEGIC PLAN 12
2.4.1 Objectives 12
2.4.2 Strategic Map 13
2.4.3 Strategic initiatives 14
CONCLUSIONS 16
 LIST OF FIGURES
Page

Figure 1. Strategic Map 13

 LIST OF TABLES

Table 1. Surrounding analysis 7

Table 2. Surrounding analysis 1 8
Table 3. Surrounding analysis 2 8
Table 4. Surrounding analysis 3 8
Table 5 Surrounding profile of opportunities and threats. 9
Table 6. Stakeholders 10
Table 7. Values and corporate principles 11
Table 8. Strategic initiatives 14
 INTRODUCTION

The strategic planning constitutes a management system that shifts the

emphasis on the what to achieve (objectives) to what to do (strategies).
Strategic planning seeks to focus those achievable objectives and in which
business or area to compete, in relationship with the opportunities and threats
that the environment offers, the essence of strategic planning is the systematic
identification of opportunities and threats that arise in the future.

The strategic plan is designed for the company Lesco Quimicos de Colombia
which does not have a strategic defined, the company have a components
organizational but they are not the right ones
 1. DESCRIPTION OF THE COMPANY

Lesco Quimicos de Colombia is a company dedicated to the purchase and sale of

equipment for laboratories is a company that has 10 employees and has been in
the market for five years, is currently not very well structured in the internal since
there are no defined charges. In this company we handle more than 100
references of equipment and spare parts

1.1 BUSINESS CONCEPTUALIZATION

As a growing company, we have to define the path we want to follow through our
actions. To do that, we have analyzed the environment of the sector and how to
bring value to our clients with our work. (see Table 1)
First, the business and their characteristics were analyzed and conceptualized,
then, a PESTEL matrix was elaborated and last, a SWOT analysis have been
applied to the company.

Table 1. Surrounding analysis

No Variable
1 Target markets
2 Clients segment
3 Services Briefcase
4 Used technologies
5 Needs to satisfy
6 Value offer
Critical factor of business
7
success
Source. The Author
Business Characteristic
Institutional and Industrial sectors.
Industrial and cosmetic sectors
Production of lab equipment, re manufacturing
of product, technical service for lab equipment
to quality check.
Production and re manufacture of lab
equipment
Needings of educative sector
Commercial offers
Availability and compliance of commercialized,
produced and re manufactured products.

1.2 SURROUNDING ANALYSIS

Surrounding analysis: Stakeholders, environment forces (politics, national

government), control entities and industrial sector.
Table 2. Surrounding analysis 1
1. Government, political, legal, economic and financial factors, national and
international, that can affect the financial and economic situation of the company
(control entities, financial services).
OPPORTUNITIE
EXTERNAL DIAGNOSTIC THREATS SUCCESS IMPACT
S
A M B B M A A M B
1 Financial sources X X
2 USD fluctuation x
3 Technology x
Government Control
X X
4 Entities

Table 3. Surrounding analysis 2

2. Government, political, legal, economic, demographic and financial factors,
national and international, related to our client, which can affect the target market,
the company, the competence and the products.
OPPORTUNITIE STRENGHT SUCCESS
S S IMPACT
A M B B M A A M B
1 Knowledge of the competence X X
2 Clients of the market X X
Strategic aliances with
X X
3 stakeholders
4 Labs specifications X X
5 Location of the company X X

Table 4. Surrounding analysis 3

3. Government, political, legal, economic, technological and financial factors,
national and international, that affects our internal processes.
OPPORTUNITIE STRENGHT SUCCES
S S S IMPACT
A M B B M A A M B
1 Production of lab equipment X X
Providers of reactive inputs and
X X
2 glasses
3 Contractors X X
4 Distribution of glass and reactive X X
5 Certification entities X X
1.3 SURROUNDING PROFILE OF OPPORTUNITIES AND THREATS.

Table 5 Surrounding profile of opportunities and threats.

Profile of opportunities and threats on the

OPPROTUNITIES THREATS
environment
A M B B M A
Economic and financial dimension
Control Entities X
Cmara de Comercio de Bogot X
Stakeholders dimension
Knowledge and analysis of the competence X
Industrial and institutional stakeholders X
Strategic alliances with stakeholders X
Third-party participation from assessors to decision
X
making
Internal processes dimension
Design and development X
Production X
Quality check equipments providers X
Sells X
Human talent and organization culture
Training plan X
Technology congresses and capacitation from
X
providers
Information and lab equipment technology dimension
Providers of glass, reactive and equipment X
Providers of aluminium X

1.4 STAKEHOLDERS
Table 6. Stakeholders
Stakeholder Requirement Back up document
Contractor Comply with the Service order
delivery of equipment in
concordance with
specifications of the
service order, among
others.
Reactive material Comply with normative Evaluation of providers
providers and demands to
manipulate and storage
of reactive material.
Calibration service Comply with general Evaluation of providers
provider requirements of service and information report
for: maintain, calibration
and measurement of lab
equipment.
Glass provider Comply with Evaluation of providers
requirements of glass and information report
specifications.
Maintainment provider Comply with Evaluation of providers
requirements and and information report
demands on maintain,
related to time of
delivery and quality
standards.
Location sorrounding Comply with minimum Information report
environment. requirements and cares
about social an
environmental impact,
related to the
organization activity.
Labour Ministry Comply with the Decree guide
requirements of SG-
SST through decree
1072:2015.
Banks Comply with financial Receipts and invoices
transactions, payment
and debts.

2. ORGANIZATIONAL PRINCIPLES PROPOSED BY THE AUTHORS

2.1 VALUES AND CORPORATE PRINCIPLES

To us, bringing quality and excellence to our clients is a mandatory principle. A

happy client begins with a strong belief and compromise from the seller, in this
case, us. Our values and principles to everyday activity are connected with our
clients necessities and expectations, allowing to achieve the organization
objectives and the needs of the stakeholders.

Values and corporate principles

Fulfillment. Ensure that the objectives y goals of the organization

are connected with the stakeholders expectations and needs.

Responsibility. Provide the staff with the necessary resources, the

formation and freedom to act in a responsible and authority way.

Working Together. Give staff motivation to involve and work for

the organizations processes.

Effectiveness. Defining systematically all the necessary activities

to achieve the desired result

Management. Structure a system to achieve all the objectives of

the organization, in an effective and efficient way.

Competitiveness. Increase the competitive advantage through

organizations capacity improvement.

Honesty. Incentivize all the staff to perform their activities in a

transparent, just and responsible way.

Strategic alliance. Responses flexibility and quickness with

stakeholders through the interaction with the market, always
changing on needs and expectations.
Table 7. Values and corporate principles

2.2 MISSION
We are a company dedicated to commercialization, production, importation, re-
manufacture and technical assistance of products and lab equipment to quality
check, on industrial and services sectors supporting the technological development
of the country trough constant innovation.

2.3 VISION

To be in the year 2022 a company recognized as leader in the sector of supplies of

laboratory equipment with a national and international presence, specifically on
Latin-American countries in a long term, with the backing of a professionally
qualified human team, thus satisfying the needs of the clients.

2.4 STRATEGIC PLAN

2.4.1 Objectives. The objects were based on the requirements of the manage:

Increase the satisfaction level of our clients through fulfillment of quality controls
on the products and lab equipment, allowing the overcome of actuals and futures
needs and expectations.

Improve and keep effectively the actual quality management system, through
daily improvement, looking for capacity increase related to fulfillment of laboratory
requirements on industrial and institutional level.

Increase the staffs performance level to keep achieving the compromises

acquired with stakeholders, the organization, and society, with social service
orientation and sense of belonging.

Allow the quality check labs participation on production, to increase the

competitiveness on the national and international market.
2.4.2 Strategic Map

Figure 1. Strategic Map

2.4.3 Strategic initiatives. Defining every pertinent perspective from our company,
have been found four of it to bring objectives to each one and with it, one or
two initiatives to achieve the organization objectives, established by the
senior management.
Table 8. Strategic initiatives
Perspective Objective
Financial Raise the incomes trough
actualization of the
products, annually renew.
Client Establish direct ways of
communication with the
clients through internet
during the last semester of
the year.
Raise on 30% the
successful orders in a year
(oct-18)
Processes Increase processes
productivity level through
standardization, looking for
total control.
Get a requirement program
control to fulfill the 100%
needs of the client.
Iniciative
Establish, implant and keep the
process of development and design
to the adequate needs of the market,
ensuring the providing of goods and
services in an optimal way.
Generate a full-know client plan
through surveys, post-sell follow and
fidelization with promotions and client
ID forms
Creation of a virtual platform of clients
where the organization can have
access to contact info, location and
needs and expectations of the client,
and also their shop behavior.
Offer promotions based on costumer
s seniority, references and
connections with other clients.
Establish online shop where the client
can have full access to products and
services, allowing to edit quantity,
delivery time and place, comments,
and personalization in case they need
it.
Perform a documentation process
with media time and acceptance
requirements for products, to ease
the verification of the procedures.
Control the processes time to avoid
delay deliveries.
Initiate periodic and documented
management of requirements.
Coupling of compliant products to get
more information about satisfied
requirements and specifications
Learning Implement a capacitation
program based on job skills,
taking on count a
capacitation model.
Increase the number of
permanent workers on the
next year.
Determinate the staff skill level
affecting the client requirements,
looking for maintain the performance
on the jobs.
Determinate and control the training
program.
Determinate the seniority of the
employees and the number of it on a
period.
Determinate the investment on
training on employees versus sales.
 CONCLUSIONS

A fundamental issue before starting the Balanced Scorecard process is to be

clear that it is a tool that facilitates the process of translating the organization's
mission and strategy into objectives and measures that can be measured. This
idea is vital to success, because if it is not part of a well-defined strategy that
encompasses the four dimensions, the process can lead to a takeover or, worse, a
statement of indicators that does not meet the fundamental objective that is the to
focus the organization on the fulfillment of the strategy.

To strategy is the key to the correct execution of the processes and therefore of
the fulfillment of the corporate objectives. As the roadmap, the strategy should be
perfectly designed and verified before being put in place to avoid setbacks such as
misuse of resources, misalignment of the work team or loss of commitment or
motivation of the collaborators, who will finally execute it.

An effective and well-planned action strategy is reflected in the growth and

evolution of the business, in continuous improvements in the execution of
processes and operations, in the sustainability of the company and in the
motivation and fidelity of the staff.