The Chartered Institute of Logistics & Transport - PowerPoint Presentation

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2. The Chartered Institute of Logistics & TransportCILT South Africa: 2016 – 19 Business PlanUpdated version 13 March 2018

3. Background/Situational Analysisfor CILT South Africa 3

4. Transport and Logistics in South Africa Current Government priorities on procurement, logistics and SMMEs Supply chain within government departments and their approach Big challenges and gaps still in place such asNeed for Professionalisation of the transport and logistics sector Leadership team may lack strategic logistics experts Training, particularly vocational, has progressed but still gaps to be filledTime lag in terms of approach with education in logistics and transport (15-20 years)Gaps between knowledge and competence levels Not promoted actively as a career enough Removed from end markets Urban planning and transport planning’s role in shaping and enabling logistics 4

5. Challenges for the Transport and Logistics Industry in South AfricaInstitutional barriers to making major change Government performance – leadership, championing and mobilisation skills missingCapability to organise stakeholders and industry weakenedDisjointed and fragmented projects Lacks single direction and policy certainty Vacuum leads to silo and habitual behaviours within organisations and across themes Integrated transport planning process and leadership missing Innovation is frustrated as a result of the above Technology uptake is too slow e.g. backfilling and common IT platforms still missing 5

6. Key Challenges for CILTSA as an organisation Loss of brand recognition Dissatisfied members (don’t see value of membership) CILT courses do not qualify for skills levy in their current form but they are capable of adaptation as part of QCTO work (Learnership model) Competing organisations – several ‘shouting louder’Lack of financial resources generallyFinancial position weak if Growth Plan not implemented Weakened corporate partnerships (scale and relationship)

7. CILT SA current state of play Key Achievements in 2017Funding secured from the Transport and Training Authority (TETA) to train 30 women in the International Certificate in Logistics and TransportMedia Exposure: The Candidacy Programme was been publicised in a number of trade publications, including Logistics News, Freight & Trading Weekly, Supply Chain Today and Transport World Africa.CILTSA Networking Breakfasts: 4 breakfasts on Trends in Logistics and Warehousing were successfully hosted in 3 Provinces – achieving a surplus.Training Providers: 3 CILT accredited training providers offer programmes (Commerce Edge and Harley Reed). IMM Graduate School of Management scheduled to offer programmes from 2018. 7

8. STRENGTHSCharter statusstrong/outstanding memberslow cost headquarter officeWe are the only local learned society in both logistics and transportWe have been around for many years as CILTSAComprehensive, quality-controlled programmes/coursesAffiliated to the CILT International4 accredited providers already in place with strategy for universities OPPORTUNITIESImmature market needs logistics and transport guidanceGaps in offer not covered by CIPS/SAPICS etcIndustry needs relevant skillsLarge Southern Africa marketInvolvement of educational institutesScholarshipsnew logo and re-brandinglocal influenceincrease career opportunities in supply chainRelationship with WiLatWillingness to work with CILT from TETA, SAQA CHE/QCTO organisations SME and entrepreneur sector important to GovernmentWEAKNESSESLack of membership informationInsufficient resources to do accreditationLack of financial resourcesWe do not yet have a visible presenceLonger-term planning lackingCommunication and web support not strongTHREATSReluctance of members to re-joinLack of resources Representation - membership and a ‘voice’ at policy level Dissatisfied membersSimilar and competitive institutions e.g. Supply Chain Council, CIPs, Weakening of attractiveness of membershipIndustry make ‘take our space’ if we do not move quickly (2yr horizon)SWOTAnalysis for CILTSA

9. Our International Priorities for 2018 onwardsCILT South Africa’s Business Plan is set in the context of the International Growth Strategy and the 5 year plan announced in Montreal in May 2016

10. Fit for Future Growth First Choice in the Profession cGROWTHCAPABILITYGOVERNANCE5. Relentless Efficiency Focus Markets3 Year growth targetsGlobal CapabilitiesRegional & Global Structures“Creating & Championing the programmes for growth in countries and regions”“Service Provision in Education, Membership & Finance” “Guardianship of the Charter & Leadership of the Institute ” 2016 -17 CILT International Priorities Partner for LifeFirst Choice for Transport & Supply Chain ProfessionalsCreating the Pathway to be the leading Professional Organisation for all inSupply Chain, Logistics and Transport MeasuresPrioritiesObjectives Regional Structures developed & implemented in 2 regions – Africa & SE AsiaMembership growth focus in countries with 3 year trends & targetsGlobal Corporate Membership Programme createdDelivery Focus on Education providers & growth of businessGlobal Marketing of Education products - focus on how & the delivery of growth Corporate Growth in China supported & developedIndia Growth plan created & agreed with CILT IndiaGlobal Corporate approach agreedGlobal Membership Database capability begunBranch in a Box functionality in placeInternational database & email systems set upWeb site language capabilityExisting & New branch sites createdSenior Members NetworkEducation Processes embedded & enforcedIMC role & membership developed into an effective unitIVP roles reviewed alongside regional developmentsSupporting the creation of value by reviewing & developing global relationships between countries, regions and International & working further on their definition and governance Review of Delegation Agreements & audit capabilities in light of East African issues

11. CILT South Africa VisionTo be…….A leading organisation catering for supply chain, logistics and transport professionals in Southern Africa11

12. CILT South Africa’s MissionThrough…Quality training and professional development offerMembership value and recognitionEffective partnering with government, key agencies and other stakeholders A strong policy voiceHarmonised working with other professional organisations 12

13. CILT South Africa Key ObjectivesTo promote the study of the science and the art of Logistics and Transport.To co-operate with the educational sector and with other professional institutes to raise training and educational standards, in keeping with our Code of Professional Conduct.To foster investigation and research into the development and improvement of Logistics and Transport.To hold regular meetings, conferences and events on Logistics and Transport.To optimise the use of Information Technology in Logistics and Transport. To provide professional inputs to the industry, government and the community.To promote safety and security in all modes of transport.To further transformation in the Logistics and Transport profession culturally – making the profession inclusive …..13

14. CILTSA needs to be focusing on 3 pillars on its ‘Path to Profitability and Sustainability’ – to be able to move to a growth situation REBUILDIMPROVED SERVICEGOVERNANCE AND ADMINISTRATION

15. REBUILDRebuild and re-establish CILTSA brand and reputation in South and Southern African marketsForm new partnerships with relevant institutions and strengthen existing relationships – particularly with regards to SAQA and Skills Levy compliance and benefitsStrengthen or rebuild relationships with existing partners, especially corporate partnersSignificantly enhance the promotion and marketing of CILTSA as the leading Professional Organisation for all in supply chain, transport and logisticsRe-position CILTSA in the dynamic and increasingly competitive transport, logistics and supply chain education and training space in South AfricaPrioritise immediate improvement in financial position of CILTSAResponsibility: Council and Executive Management

16. IMPROVED SERVICESignificantly improve the level and quality of service to all categories of members (ties in with improved Administration)Host more networking eventsProvide real, tangible value to members that they can ‘feel’Improved relationship and clarifying of roles with CILT Be a real partner to members through all stages of professional growth and developmentResponsibility: Executive Management and Secretariat

17. GOVERNANCE AND ADMINISTRATIONStrengthen and improve governance of CILTSASignificantly improve the members’ experience of dealing with CILTSA i.t.o. all administration processes such as application for membership, registrations for courses, issuing of certificates, etc.Drastically improve financial management and revenue collection i.t.o. membership fees and other monies due to CILTSA Responsibility: Chair of Council, Finance and Admin Committee and Secretariat

18. CILTSA’s Value PropositionOpportunity to claim from Skills Levy – QCTO routeway Only local organisation with Royal Charter credentialsNearly 100 years pedigreeCan use qualifying initials on business cardGlobal network Qualifications recognised worldwideUplift the professional standing of membersProviding organisations with a source of skilled professionalsNetworking and exposure to latest happenings, trends and thinkingResponsive to needs in the market such as training, learning and development for SMMEs Corporate benefits and services

19. NetworkingInformationCILTSA CILTSA’s Membership BenefitsEventsProfessional DevelopmentConference and SeminarsMeetingsPresentationsSite VisitsMagazinesNewslettersE-BulletinDirectoriesPartnershipsIndustryGovernmentAcademicsInstitutionsService providersStructuredQualificationsEducational CoursesProfessional seminarsAcademic LinksContinuing professional development supportGlobal and local network

20. PILLAR NUMBER ONE: GROWTH2018-2020 PrioritiesSo how does CILT South Africa respond to this challenge over the medium term?Grow membership to 1700 by end 2019Annual student intake of 25010 Accredited providers in place 30 medium to major corporate partners in place (10 per year)50 SME members One major piece of industry research completed

21. PILLAR NUMBER ONE: GROWTH2018-2020 PrioritiesSo how does CILT South Africa respond to this challenge over the short term?Student intake of 100Grow membership to 5003 Accredited Training Providers in place 10 medium to major corporate partners in place15 SME membersDatabase of top 100 companies to be compiled Media and Publicity – ongoing awareness creation (2 per quarter)

22. PILLAR NUMBER ONE: GROWTH2018-2020 PrioritiesSo how does CILT South Africa respond to this challenge over the short term?General member events: networking events, site visits, breakfast seminarsEvents - Entrepreneur/SME and YP and WILAT events: at least one event per category/target marketSupport Transport ForumNewsletter: once a month (profiling members, international news, local updates)

23. PILLAR NUMBER TWO: CAPABILITY2018-2020 PrioritiesSo how does CILT South Africa respond to this challenge over the medium term?Human resources to achieve ‘baseline’ operations for growth (ideally 1FTE director and 1 – 1.5 FTE support) Website platform to be developed Dedicated education resource to support local QA activities Ambassador model for volunteers set up (Board and Members), creating a bigger skills pool – setting up skills pledging system Succession plan for CILT SA leadership CAPABILITY

24. PILLAR NUMBER THREE: GOVERNANCE 2018-2020 PrioritiesSo how does CILT South Africa respond to this challenge over the medium term?Regular Council meetingsRegularly contribute to the Africa Forum and International ConventionTighter administrative systemsCertification and follow up processes set outPolicies and Codes of Conduct for ex-officio positionsRoles and Responsibilities clearly defined Tighten the education provider ‘local’ QA process with resource Regular collaborative meetings with other collaborative bodies and authorities GOVERNANCE

25. In summary – our CILT SA priorities are…. Achieving financial well-being and sustainabilityEstablishing Brand recognition in the marketplaceDeveloping a much better service offering to individual and corporate members Securing the thought leadership Providing quality events – on our own as CILT and in partnership Attracting sponsorship and support in the widest sense - valuing time and effort as well as resources 25

26. Key Focus Area 1: MembershipThe toolkit for delivery would contain Job Portal service Conferences and SeminarsNewslettersCPD schemeMentorship scheme Training interventions to target groups InternshipsSME/entrepreneur support University student links Retention tools to maintain interest and personal commitment

27. Key Focus Area 2: Education & TrainingThe toolkit for delivery would contain -An education sub-strategy – 5Ps – profile, professionalism, product, pricing, process – using skills of key members/providers/education experts and support from the IPDCEasy accreditation process with local follow-up using the CILTSA QA service Qualification development – using our CILT International qualifications to support development work with the QCTO (via TETA) and training providers on the CHE frameworkYoung Professionals Group - via education providers to start with Collaboration with other professional bodies and planning ahead together Development of work with SETAs – Transport plus others (Tourism, Agriculture, Manufacturing etc)Provision of training packages to existing trade association bodies (Road Freight Association)Creation of 3 specialist professional groups:Enterprise and Entrepreneurs Forum (SMEs)Freight TransportWarehousing

28. Gap AnalysisSituational AnalysisKey Content for a Territory or Branch Education and Professional Development Strategy – to be mirrored by training providers in their own individual business plans Reputation and Positioning Provider and Student situation Growth Areas Action Plan Resource/Budget PlanKey education needs and drivers Assessment of Growth areas 5 Ps Objectives 5 Ps Analysis 5 Ps Delivery 28

29. Key Focus Area 3: Market Positioning and Profile The toolkit for delivery would contain -Brand recognitionA complementary organisation to CIPS, SAPICS etc. with our own USPsPolicy and thought partner presence alongside other bodies (e.g. working with TETA, SAQA)Bi-annual National Conference (in partnership)Use of Honourary Fellowships to draw in experts Direct marketing and awareness raising Targeted campaigns – SMMEs, Bring a Friend, Referral marketing, post-school leavers Advertorial space Adding value to employers B-BBEEE (Black Economic Employment) scorecards through our activitiesMinisterial support and profile (to follow on after positioning via the above)

30. Key Focus Area 4: Capability & ResourceThe toolkit for delivery would contain –Corporate sponsorship to enable enhanced activity CILT International funding supportUse of interns and in kind support to accelerate activity (e.g. CILT Mauritius model involving YPs)Income stream to be generated to enable the creation of an administrative team through local charges and membership growth Pump prime model to accelerate growth – a need to fund to grow A key risk - Finite timeline – industry will overtake our space within the next 2 years

31. Business Plan

32. Marketing Plan (how CILTSA will present the organisation to potential members and corporates) BrochureCorporate Membership brochureLeveraging Databases – industry-relevant databasesEvents – use every event to promote CILTSAWebsite and social mediaOther industry events – partnerships, co-badgingService providers – co-marketingReaching out to universities and students at universities. Career days, school leaverMedia – statements, editorials, opinion pieces, thought leadership

33. Action Plan for 2018 Key Focus AreaActionMarAprMayJunJulAugSepOctNovDec1.0Membership           1.1 Double Student membership numbers to 350 from 175 through accredited training providersXXXXXXXXXX1.2 Increase Corporate Membership to 50 (currently 30)XXXXXXXXXX1.3 Secure R75 000 from existing Corporate members for their annual Subscription Fees          2.0Education and TrainingFinalisation of accreditation of 2 more training providers   XXXXX  3.0Market Positioning and ProfileHost 4 x CILTSA Breakfast Events   XXX X  

34. ConclusionFinal statement from CILTSA – not available yet

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