The aim of strategic planning is to specify developments which ensure the future viability of a company. The process is often undertaken in difficult circumstances when the company is facing a changing environment or an uncertain future.

Strategic planning requires an in-depth knowledge and understanding of the company concerned and development of the plan is usually preceded by a detailed review of its operations. This includes the market in which it operates, its production facilities, the operating systems and procedures, and its manpower and organisation. The operational review normally includes application of the First Marine benchmarking system.

We have broad experience in strategic planning for shipyards and equipment manufacturers and have developed innovative techniques for matching the technical aspects of the business to the market. The scope of work undertaken ranges from the planning of new shipyards to the re-engineering of specific sectors of a business.

In producing business or strategic plans, typical questions to be answered include:

• What should my product mix be? The answer is the key to economic success.
• Does this shipyard have the potential to achieve profitable operations?
• Should I invest in a larger dry-dock? Often appearing to be the obvious answer to a shipyard's problems, the question requires careful evaluation.
• How big should my building dock or shiplift be? Too small and revenue will be lost, too large and the development may be uneconomic. Sound market information is the essential ingredient.
• Who are my competitors and what are the competitive conditions?
• How productive does the workforce need to be? The answer is a matter of market economics.
• Should I invest in automation?