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 visitwww.asa.netor contact Mike Adelizzi atmadelizzi@asa.netor 312.464.0090 ext. 201.