Earlier
this year, ASA’s Board of Directors devoted two days to reviewing ASA’s
strategic plan and developing detailed strategies to accompany the five goals
outlined in the document when it was created.
The Board was divided into groups, each of which focused on a single
long-range goal and assigned specific strategies and timelines to make progress
in achieving the goal.
The
following are the American Supply Association’s long-range goals for the next
3-5 years. These goals are outcome-oriented statements that represent what will
constitute the organization’s future success. The achievement of each goal will
move the association towards the realization of its vision and its “Big
Audacious Goal:” Be indispensible to achieving prosperity in the PHCP and PVF
industry.
Business Success Goal: ASA members will be more
profitable and sustainable as they deliver world-class supply chain efficiency
in a changing marketplace.
Educated Industry Goal: ASA members’ employees will be
the best trained, best educated and most professional in the industry.
Unified Voice Goal: ASA will be the recognized
voice of the PHCP/PVF industry.
Social Responsibility Goal:
ASA will be
recognized as an industry leader in conservation, responsible technology, and
green consciousness.
Capacity to Serve Goal: ASA membership will include all
supply chain partners.
Each
goal was reviewed by a group of board members, who assigned detailed tasks to
the strategies outlined to achieve these goals and reassessed the priority
level set for each strategy, based on current industry conditions.
“So
many of ASA’s achievements this year can be attributed to actions taken in
direct response to the strategies and tactics that the Board of Directors set forth
during these sessions,” shared Mike Adelizzi, executive vice president of
ASA. “The formation of committees to
drive marketing, safety, certification, membership and codes & standards;
ASA’s greater involvement and national impact in government affairs; the
development of multiple industry benchmarking reports; and the ongoing delivery
of effective and relevant training programs was driven by the priorities set
forth by the Board of Directors. Given
the fact these strategies were suggested by wholesalers and manufacturers, it’s
no surprise that all of these programs have received such a positive response
from ASA members and others throughout the industry.”
“ASA’s
leadership views the process of strategic planning as ongoing. Adoption of a plan is an affirmation of the
general intent and direction articulated by the vision, goals, and objectives,”
said Joe Poehling, ASA’s president.
“Progress toward achieving the plan’s strategic objectives will be
assessed annually, and the plan will be updated based on achievement and
changes in the needs of those served by it.”
To
review the updated strategic plan, please visit
www.asa.net or contact Mike Adelizzi at
madelizzi@asa.net or 312.464.0090 ext. 201.
