1. Identify the elements of a world class supply management organization.
2. Communicate the description, opportunities, and benefits of becoming a world class supply management organization.
3. Develop and provide supply management organizations with evaluation tools and competency measures.

1. Define the meaning of change agent.
2. Communicate the definition of change agent and its value to be world class.
3. Develop and provide the tools for individuals to become world class change agents.
4. Develop and provide the tools for an organization to become a world class change agent.
5. Evaluate the effectiveness of these efforts.

1. Continually evaluate education, training, and competency measures based on defined needs of world class professional supply management individuals.
2. Refine educational, training, and competency offerings based on defined needs of professional supply management individuals.
3. Define a world class national supply management association.

1. Promote the implementation of supply management programs across the U.S. at targeted universities.

Goal II: Expand the Association’s Value to those in the Supply Management Process

Objective and Action Plans:

1. Establish NAPM competency measures as being essential for career success.
   1. Determine appropriate competency measures.
   2. Develop measures for supply organizations.
   3. Promote the competency measures to senior supply management professionals, senior management professionals, individual professionals, and the general public.
   4. Establish a curriculum for seminars and other professional development programs that lead to course completion recognition and/or collegiate accreditation.
   5. Achieve a significant level of penetration in establishing NAPM competency measures within the supply management profession.

1. Expand research to encompass the entire supply chain management process.
2. Expand programs targeted toward specific industry sectors.
3. Support affiliate professional development efforts.
4. Develop and deliver state-of-the-art educational programs for the profession using the most effective methodology.

1. Develop and deliver educational products and programs to address those in the strategic/advanced management level of the profession.
2. Make strategic level professionals aware of the value of NAPM products at their level in their organizations.

1. Develop an “outside product offering” strategy and business plan.

1. Identify and ensure the membership benefits contributing to success.
2. Create appropriate new benefits.
3. Develop support to assist supply management professionals with embracing change management.

1. Clearly define the value and impact of the profession on business, institutions, governmental entities, and the general public.
2. Develop a marketing plan directed at senior supply management individual supply management professionals, and the general public.

1. Develop a plan for the use of expansion, acquisition, or the creation of new entities

Goal III: Promote Member Participation, Encourage Diversity, Provide Affiliate Support and Develop and Increase the Number of Volunteers for Leadership

Objectives and Action Plans:

1. Assure the association’s ability to communicate association and professional issues throughout the organization.
   1. Measure the effectiveness of the association’s current communication methods.
   2. Enhance the level of trust, rapport, and sense of belonging throughout the association.

1. Create and implement an affiliate excellence program.
2. Provide affiliates with strategic planning tools to operate their affiliates.
3. Provide affiliates with leadership tools to operate their affiliates.
4. Provide affiliates with management tools and assistance to lead and operate their affiliates.
5. Provide affiliates with tools to embrace and proactively manage change.

1. The association embraces diversity.
2. The association will strive to ensure an environment where barriers to participation in association activities do not exist.
3. Periodically assess diversity within the organization.

1. Ensure appropriate staff and volunteer leadership to reach out to other organizations and ethnic communities.
2. Create programs and implement activities to attract individuals from all professional positions levels, economic sectors, specific demographic levels, and staff.

1. Define various participation desires.
2. Assist the affiliates in recognizing various members’ volunteer participation desires given the changing environment.

1. Develop recruiting programs and tools for all levels.
2. Develop volunteer training programs and tools for all levels.
3. Develop recognition programs and tools for all levels.

1. Identify the value gained by the volunteers through their participation in the association.

Goal IV: Double the 1998 Association Membership (to 83,300) by September 1, 2003.

Objectives and Action Plans:

1. Develop and implement an aggressive membership marketing plan to attract more members.
   1. Research various levels of supply management professionals, economic sectors, and demographic classifications and prioritize these markets based on best opportunities for membership growth success.
   2. Develop and implement a marketing plan to reach prioritized market segments.

1. Continue growth and support of the direct recruit program.
2. Establish programs to assist affiliates in doubling affiliate membership.

1. Identify barriers that prevent implementation of the affiliate marketing plan.
2. Design processes to reduce barriers and provide appropriate resources.

1. Identify position levels that are, and are not, adequately represented in the NAPM membership.
2. Refine or develop market offerings to attract these professionals.
3. Aggressively market the value of NAPM membership and market offerings to targeted professional levels.

1. Develop a plan to support the NAPM Board of Directors in the accomplishment of this objective.

1. Assess appropriateness of agreements and alliances that offer NAPM member benefits to nonmembers.
2. Create and implement a process to appropriately protect NAPM membership benefits.

1. Beware of opportunities as they arise.

Goal V Ensure NAPM has the Proper Structure and Governance for the Future

Objectives and Action Plans:

1. Assure NAPM’s ability to implement the Strategic Plan throughout the association.
   1. Complete and use the Environmental Scan as an essential planning tool.
   2. Undertake and complete an analysis of the NAPM governance structure.
   3. Analyze NAPM functions and structures in a global environment.
   4. Adopt and implement recommendations from the Governance Study.

1. Evaluate the value of each group and forum in implementing the Strategic Plan.
2. Proactively address specific issues of industry sectors and interests as they develop.
3. Evaluate the value of each committee in implementing the Strategic Plan.

1. Reassess the association vision and mission on an ongoing basis, keeping in mind the changing nature of the profession.
2. Assess the association’s need for an updated environmental scan.
3. Reassess the association’s governance process, on an ongoing basis, to assure the ability to change as needed.