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This year’s main agenda will be to improve yield, set-up tighter credit control,
focus very closely on each customer and develop better + efficient utilization
of I.T. resources through standardization and very close monitoring of all
revenue centers. Market growth will be the fundamental order of the day with
concerted effort in inducing operational efficiencies closely monitoring the
human resources throughout the groups. Better management of company resources /
assets with target to achieve much higher cost reduction and horizontal growth.
To achieve the above set parameters we will need to change in our workings most
important will be the effective work distribution and close follow-up on
customer demands through uplifting internal working system's by closely
zeroing-in weak area's to improve through staff-adjustment for better
synchronization of each unit. Job reallocation within unit's will be a prime
focus and move to enhance the companies overall target in sustaining + effective
coordination within department, live market info, enhance customer relationship
/ base and move more towards an I.T. driven environment. We have no choice but
to cut the fat, re-shuffle and ensure total transparency and accountability for
improved management control.
Thus, the overall working will have to be readdressed especially:-
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Yield management |
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Enhancing customer services. |
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Upgrade operations. (All key areas based on
Y2004 plan) |
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Diversification of lane / revenue (Yield) /
customer base |
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Benchmark all operational area through
monitoring non-compliances by penalization. |
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Bench-mark set Y2003 all key operational area's
met through proper vigilant follow-up through drastic penalization of
personnel for non-compliance & non-conformities. |
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Re-overall credit management (set-up recovery
cell). |
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Cost reduction ( CRC Program Y2004).
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Management policy adherence through timely
execution reporting. |
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Sales and marketing will be trained to focus on
customer/commodity and company requirements. |
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Asset management (Focus on revenue gain).
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Manpower frozen Y2004. |
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Continuous strategic planning with trade
conditions. |
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Higher synergy through units interfacing to
improve working (customer services/accounts/operations/sales/marketing etc).
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Performance evaluation (stringent).
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Market share increase based on high revenues
products. |
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Avoidance of service failure. |
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Enhanced admin and financial control. |
These are some of the prerequisites to ensure Master Plan Budget Y2004 can be
achieved.
The ability to follow-through and implement timely counter plan's to over-come
any anticipated upheaval's the only way to allow us to win our desired
objectives. We all have to work closely all the time and ensure flawless
coordination, both internally and externally with our international and local
partners to maintain continuity in progressing towards our set targets. For this
we need unparallel conviction in our product and eradicate or uproot any weak
area's through listening to our customer's, internal meetings, education,
training etc. to produce a level of performance that is expected from us through
responsible action in the market all the time and stabilize the liner industry
in the country.
Again, in coming years we must resolve within ourselves to attain much higher
market share and in all our products minimum 40% share as re-iterated that this
year will be even much more tougher than last and under re-cessionary pressure
we must, without fail, hold ground's solidly and no shortfall especially in
yield will be tolerated.
AWAIS MUKHTAR
C. E. O
YOUNG AGENCIES
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