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Assignment 2:

Service or Product
Mission Statement:
To continuously provide quality and environment friendly petroleum products and related services to industrial, commercial and retail consumers, and exceeding their expectations through reliability, economy and quality of products and services. APL is committed to benefiting the community and ensuring the creation of a safe, responsible and innovative environment geared to client satisfaction, end user gratification, employees' motivation and shareholders value. APLs five core values form the backbone of how it goes to market; Ethical Principles and Moral Values APL promote a commitment to the highest moral values and ethical principles, demanding both personal and professional dedication towards the realization of these values and principles. Commitment and Cooperation Two core fundamentals for the success of any business are complete employee commitment and cooperation. APL foster an environment of solid teamwork and professionalism to ensure that employees engage in both personal and professional development. Environment Consciousness APL believes that it is responsibility to safeguard natural resources for future generations and actively engage in environment friendly practices, policies and management techniques. Corporate Social Citizenship APL strongly believe in the promotion of societal well-being and awareness within ones community, actively engaging in activities and initiatives to meet this objective. Maximum Stakeholder Return

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Through streamlined business processes and commitment to total quality management APL seek to ensure maximum company performance and rewards for shareholders and stakeholders alike.

Vision Statement:
To become a world class, professionally managed, fully integrated, customer focused, Oil Marketing Company, offering value added quality and environment friendly products and services to its customers in Pakistan and beyond.

Product Strategy
Primary Products :
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 BULK ASPHALT 40 / 50 GRADE BULK ASPHALT 60 / 70 GRADE BULK ASPHALT 80 / 100 GRADE FURNACE OIL PACKED ASPHALT 60 / 70 GRADE PACKED ASPHALT 80 / 100 GRADE SLACK WAX (MEDIUM MELT) HSD (High Speed Diesel) HSD EXPORT JBO JP-1 Export JP-8 Export SKO (Superior Kerosene Oil) LDO (Light Diesel Oil) MTT PMG (Premium Motor Gasoline) PMG Export PMG Export KA Naphtha etc.

Secondary Products : 2/12

Various Lube Oils as follows:


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Hidrive Super Series Hyd AW Series Gold Series Gold Turbo Series Gold Xtra Series GOLD Regular Series EP Series EX Series Gold Turbo Plus Series Hidrive Supreme Series Attock T-2 Series Hidrive Supreme Series Attock STEO Series Attock Turbine Series Attock SEO Series Hidrive CNG Series Vegino Series etc.

Developmental Focus
1. 2. 3. 4. New Series of Generator Lube Oils LNG (Liquifies Natural Gas) LPG (Liquifies Petroleum Gas) Non-fuel products and services such as: Convenience stores (C Stores) Auto Care Services Ancillary Services

Targets Revenue Streams (in USD )


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Responsibility Initiator: SHAHZAD LATIF (R & D)

Projects (Jul 2011-Jun 2012)

Revenue (USD)

Storage Facility at Port Qasim Karachi, for import of High Speed Diesel and exports of Naphtha Development of Company Financed Retail Outlets targeting high trade areas and highways, thereby further strengthening its presence and market share. Lubricant blending plant and increasing focus on marketing of Gasoline Engine Oils and Industrial Lubricants. Development of Storage Depots locally at Mahmood Kot Multan, Machike and Tarujaba NWFP and Afghanistan to improve supply to retail outlets Expansion of consumer base in other petroleum products locally and in Afghanistan Increasing Storage Capacity of existing bulk oil terminal at Rawalpindi Bulk Oil Terminal (RBT) and Machike Bulk Oil Terminal (MBT)

25,500,000

20,000,000

8,200,000

7,400,000

5,950,000

4,680,000

Total

71,730,000

Strategic Objectives
Key Strategic Objectives 4/12

APLs Strategic Plan lists following strategic objectives, action plans, performance indicators, goals, control targets and a timetable for accomplishing the objectives that address the strategic challenges.

Strategic Objectives Focus on Challenges


APL address the challenges during strategic planning process. APL ensures a balance in resource allocation, time horizons, and the needs of key stakeholders through two-way communication stakeholder performance reviews. Balance is also achieved through stakeholder involvement in strategic planning, budget formulation, and action plan development. Once the best option is determined, objectives are included in the Strategic Plan and budget as appropriate.

Strategy Deployment
The development of action plans is the responsibility of the departments or work groups responsible for the work. Cross-functional teams develop the action plans if more than one department is involved. A P L Strategic Planning System and change management system ensure deployment, adequate resource allocation, control of changes, and control of sustainability of all action plans. Following is the list of key action plans, related strategic objectives, and keychanges in products, markets, and customers. APLs key plans are linked to Values and Success Factors.

To enable APL to attain new heights of success through investment in human capital, implementation of lean production methods and a commitment to Total Quality and Environment Management, APL plans, with the help of Almighty Allah, to further expand its existing retail network and penetrate untapped markets with pro-active measures and effective planning, implementation and execution. APLs objective is to successfully deliver premium quality products and services, which will translate into maximum customer satisfaction. Beyond the technical excellence of its products, APL intends to set an example in all dimensions of its entrepreneurial activities. The ultimate objectives of the Companys management are to come up to the expectations of all the stakeholders and adopt a balanced approach in this regard, which is also reflected precisely in the corporate strategy and the core values. The priorities for action are set and reviewed at regular intervals to grab the available opportunities and minimize the risks and threats arising due to change in the internal and external environment.

Strategy Implementer
Initiative / Biz Focus Revitalization / Re Structuring Team Initiator: KASHIF ANWAR (ENGG) Last Nov 30, Date of 2011 Members: MAZHAR KHAN Update (ENGG), SHAHZAD LATIF (R&D), SHOAIB AHMAD (PRJ), SHAHID ALI 5/12

(OPS), FIDA HUSSAIN (ADM & HR), FAROOQ ALI (EHS), IRSHAD HUSSAIN (MKT), M. YUNUS (F&A), M. ATIF (SALES) Evaluated by: YASIR SOHAIL (GM APL), KARRAR HUSSAIN (AGM APL)
No

DESCRIPTION

Num ber. link to Step No.

PERIOD From To

ANALYSIS DEPT.
(A: Very Good / B: :Good / C: Average / D: Poor)

A B C D

Main Step #1: Operational Readiness


1 Identification of . critical success factors 2 . Competitor Analysis 3 Perform APL SWOT . Analysis 4 Develop . Improvement Plan
July 4 July 11 MGT A

July 4

July 11

MGT

July 4

July 11

MGT

July 12

July 19

MGT

Main Step #2: Performance Excellence


5 . 6 .

Internal Audit Plan Performance Improvement Plan

July 20 July 20

Aug 05 Aug 05

F&A F&A

A B

Main Step #3: Asset Management


7 . 8 . 9 . 1 0 .

Cost Reduction Plan Products Stocks Management Plan Real Property Management Plan Supply Services Plan

Aug 08 Aug 06 Aug 08

Sep 08 Aug 31 Sep 20

F&A F&A F&A

B B B

Aug 10

Sep 05

SALES

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1 1 .

Operating Cost Management Plan

Aug 08

Sep 08

F&A

Main Step #4: Customer Satisfaction Plans


1 Performance 2 Evaluation . Management Plan
1 3 . 1 4 . 1 5 . 1 6 . 1 7 . 1 8 . 1 9 . 2 0 . 2 1 . Sep 01 Sep 08 SALES A

Leaders Training Customer Rating for Communication Customer Driven Process Management Meet / Exceed Critical Performance Measures Improve Customer Relationship Leadership Development Plan Communications Plan

Sep 01

Sep 15

HR

Sep 16

Sep 23

SALES

Sep 24

Sep 27

SALES

Sep 01

Oct 01

SALES

Sep 16

Sep 30

SALES

Sep 01

Sep 20

HR

Sep 25

Sep 30

SALES

Customer Survey Customer Satisfaction Matrix

Oct 01

Oct 10

SALES

Oct 11

Oct 15

SALES

Main Step #5: Beneficial Relationships


2 Optimize the 2 utilization of . shareholders
Oct 01 Oct 20 F&A A

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2 3 . 2 4 . 2 5 . 2 6 .

resources Maximize subcontractor performance and partnering efforts Shareholder Benchmarking Management Plan Supplier Relationship Plan Joint Leadership Strategy Plan

Oct 01

Oct 30

ENGG

Oct 05

Oct 15

F&A

Oct 10

Oct 20

ENGG

Oct 15

Oct 20

ENGG

Main Step #6: Employee Development & Diversity


2 7 Human Capital . Optimization
2 8 . 2 9 . 3 0 . 3 1 . 3 2 . 3 3 . 3 4 . Oct 20 Nov 01 HR A

Enhance employee well being & satisfaction Provide a qualified, diverse, and empowered workforce Knowledge Management Plan Individual Development Plan Employee Well Being / Health & Safety Diversity Plan

Oct 21

Nov25

HR

Oct 25

Nov 25

HR

Oct 25

Nov 25

HR

Ongoing

HR

Nov 01

Nov 10

HR

Nov 10

Nov 20

HR

Succession Plan

Nov 15

Nov 25

HR

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3 5 .

Employee satisfaction surveys

Nov 25

Dec 05

HR

Main Step #7: Corporate Social Responsibility


3 6 .

PEPA Pollution and Prevention Goals

Ongoing

EHS

3 7 Emergency . Preparedness 3 8 OSHA Health & Safety . 3 9 Lost Workday Case . Rate 4 0 Hazardous Waste . Volume 4 1 Spill Equipment . Availability 4 2 Public Outreach Plan . Goals 4 3 Provide effective . security program 4 4 Community Outreach .

Ongoing

EHS

Ongoing

EHS

Ongoing

EHS

Ongoing

EHS

Ongoing

EHS

Ongoing

EHS

Ongoing

EHS

Ongoing

EHS

Main Step #8: Alignment / Relationship of Dealers to APL


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4 5 Maintenance & . Operations 4 6 Systems & Projects . 4 7 Management & . Administration 4 8 Technical Assurance . 4 Promote Proper 9 Environmental . Practices 5 0 Subcontracting Plan .

Ongoing

E/O

Ongoing

PRJ

Ongoing

ADM

Ongoing

ENGG

Ongoing

EHS

Ongoing

ENGG

Main Step #9: Monitoring & Mitigation Plans


5 1 Identify potential . pipeline projects
5 2 . 5 3 . 5 4 . 5 5 . Ongoing ENGG B

Detail Monitoring Plan

Ongoing

R&D

Communication Plan Quality Management Plan Risk Management

Ongoing

SALES

Ongoing

ENGG

Ongoing

EHS

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5 6 . 5 7 . 5 8 .

Evaluate improvements Identify and Mitigate Risks Continuous Monitoring

Ongoing

MGT

Ongoing

EHS

Ongoing

MGT

Short- and Long-Term Action Plan


Agility is a strategic attribute that is part of APLs culture. The allocation of resources is reflected in action plans and Work Authorization Directives. To accomplish goals, APL has created valuable alliances with several vendors, which standardized the operation and maintenance of sites.

Key Human Resource Requirements and Plans


The Human Resources department has identified two strategic objectives to address challenges. The objective is to provide a qualified, diverse, and empowered workforce and to enhance employee well-being and satisfaction. These objectives have associated action plans to enhance succession planning, knowledge management planning, Employee Well Being Plan and Diversity Plan. As APL continue to manage the effect of budget reductions, redesign organizational structure and jobs to increase employee empowerment and decision-making. Knowledge sharing and organizational learning is fostered by continuous performance improvement. This not only provides identification and dissemination of best practices, but also provides APL leadership with change management capabilities needed for continuous learning / unlearning processes mandated by an increasing pace of discontinuous change.

Key Performance Measures


APL Strategic Plan sets important overall organizational performance measures. Many of APL measures have an operational focus, but these key measures are balanced to focus on employees and customers product and service requirements. APL measurement system reinforces organizational alignment through participative development and enterprise system. APL management system covers all key deployment areas through contract process. Strategic Plan and budget formulation action plans contain specific issues, solutions, and procedures. APL will communicate the alignment and deployment to key stakeholders through two-way communication performance reviews This ensures that

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all parts of the organization act in concert and encourages widespread input into improving performance.

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